Nonprofit Technology Project Management 101

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  <title>Nonprofit Technology Project Management 101</title>
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    <comment>New page: === Description ===  For those who self-identify as new to the discipline, this session will provide an overview of nonprofit technology project management. Essential topics, truths, and t...</comment>
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    <text bytes="350" xml:space="preserve">=== Description ===

For those who self-identify as new to the discipline, this session will provide an overview of nonprofit technology project management. Essential topics, truths, and tools will be presented, with the second half of the session employing a question-driven format.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Anatomy of a Well-Managed Technology Project</title>
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    <timestamp>2008-01-02T07:07:37Z</timestamp>
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    <comment>New page: === Description ===  Drawing from case studies good, bad and ugly, this session will focus on key aspects of successful project management. The primary take-away will be guidelines on how ...</comment>
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    <text bytes="311" xml:space="preserve">=== Description ===

Drawing from case studies good, bad and ugly, this session will focus on key aspects of successful project management. The primary take-away will be guidelines on how project managers can maintain control of their projects.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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      <username>Miriam</username>
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    <text bytes="311" xml:space="preserve">=== Description ===

Drawing from case studies good, bad and ugly, this session will focus on key aspects of successful project management. The primary take-away will be guidelines on how project managers can maintain control of their projects.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Designing and Redesigning Web Sites</title>
  <ns>0</ns>
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    <timestamp>2008-01-02T07:08:15Z</timestamp>
    <contributor>
      <username>64.81.247.102</username>
      <id>0</id>
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    <comment>New page: === Description ===  Any nonprofit that has published a web site understands the frustrating nature of the process. This session will consider how best to take on the task of casting organ...</comment>
    <model>wikitext</model>
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    <text bytes="370" xml:space="preserve">=== Description ===

Any nonprofit that has published a web site understands the frustrating nature of the process. This session will consider how best to take on the task of casting organizational identity on the web while also serving target audiences and delivering value to web visitors accordingly.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Mapping Communication Tools to Tasks</title>
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    <timestamp>2008-01-02T07:09:18Z</timestamp>
    <contributor>
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    <comment>New page: === Description ===  There are a range of ways to collaborate with partners and stakeholders in any project. But which tools work best for which types of collaboration? This session will s...</comment>
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    <text bytes="383" xml:space="preserve">=== Description ===

There are a range of ways to collaborate with partners and stakeholders in any project. But which tools work best for which types of collaboration? This session will sort out appropriate times to employ email, instant messaging and chat, wikis, phone calls, file sharing, forums and other tools.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Software Share</title>
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    <contributor>
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    <comment>New page: === Description ===  Basecamp, MS Project, DreamTeam and more – Nonprofit practitioners will provide a variety of 10-15 minute software demos to allow participants to see the packages in...</comment>
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    <text bytes="319" xml:space="preserve">=== Description ===

Basecamp, MS Project, DreamTeam and more – Nonprofit practitioners will provide a variety of 10-15 minute software demos to allow participants to see the packages in real-life situations and compare the strengths and weaknesses. 

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Project Management Peer Assist</title>
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    <timestamp>2008-01-02T07:15:45Z</timestamp>
    <contributor>
      <username>64.81.247.102</username>
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    <comment>New page: === Description ===  Participants who are experiencing specific project management challenges will be invited to share a specific challenge with the other session participants, and receive...</comment>
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    <text bytes="405" xml:space="preserve">=== Description ===

Participants who are experiencing specific project management challenges will be invited to share a specific challenge with the other session participants, and receive suggestions and advice from both facilitators and fellow participants.

Peer assists are always listed as a favorite session at collaborative events.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Basecamp Sewing Circle</title>
  <ns>0</ns>
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    <text bytes="303" xml:space="preserve">=== Description ===

This session will offer [http://basecamphq.com/ Basecamp] users an opportunity to share best practices in using and adapting to Basecamp, as well as addressing the shortcomings and issues inherent in the platform.  

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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      <username>Miriam</username>
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    <text bytes="303" xml:space="preserve">=== Description ===

This session will offer [http://basecamphq.com/ Basecamp] users an opportunity to share best practices in using and adapting to Basecamp, as well as addressing the shortcomings and issues inherent in the platform.  

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Main Page</title>
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    <text bytes="592" xml:space="preserve">&lt;strong&gt;MediaWiki has been successfully installed.&lt;/strong&gt;

Consult the [//meta.wikimedia.org/wiki/Help:Contents User's Guide] for information on using the wiki software.

== Getting started ==
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* [//www.mediawiki.org/wiki/Special:MyLanguage/Localisation#Translation_resources Localise MediaWiki for your language]</text>
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  <title>Afternoon 1 report backs</title>
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    <text bytes="1139" xml:space="preserve">Managing remote teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don+t necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web assessment and redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs. coolness

* Trying to retain control of your technical destiny with open source platforms

Web redesigns part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
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  <title>Afternoon 2 report backs</title>
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    <text bytes="1221" xml:space="preserve">Report backs

Founder and consultant relationship management

* Good communication with founder, single point of contact
* aligning core competencies of provider and organization
* contracts to reflect requirements

Scope

* Methods you can use to write out your scope and requirements
* Ways to get there, user needs, getting people involved in creating requirements, allocate time to scope

Cross departmental PM

* Basic definition of PM should be expanded to include an informal toolkit, a better define vocabulary of all the soft tools that PMs use to keep the project moving. Everything as real as email, to much softer teams as team building tools, to understand organizational culture, how to follow up with people, sharing ownership of the project, grounding the project in mission conversations, all these mechanisms should be written into the PM bible to give people a vocabulary.

User testing

* Simple plain language user stories beginning with "An user can". Write in plain language
* Tools to see what people are doing online, you can test your users live.
* Low tech usability test, mock up web-pages and hand the printout to a user, circle or colour a button, get a reaction from the layout of the page.</text>
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  <title>Agile Project Management</title>
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    <text bytes="829" xml:space="preserve">=== Description ===

What's the difference between project management methodology and software development methodology? What's the difference between (so-called) "traditional" project management and agile project management? When the Agilists today talk about traditional project management, don't they really mean ''bad'' project management? Can traditional project management be good (and if it is, it is agile)?

In this session we will: 

* Talk about the difference and overlaps between project management methodology and software development methodology
* Talk about some of the perceived and some of the very real differences between traditional and agile project management 
* Share experiences using agile methods to manage software development projects

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <title>Agile Ways to Develop Joomla! Extensions</title>
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    <text bytes="847" xml:space="preserve">== Description ==

Pradeep Suthram, the Product Manager at PICnet, is responsible for maintaining and improving Non-Profit Soapbox, a hosted solution of Joomla! exclusively for non-profit organizations.  He works with a team of 3 developers and a designer using design-driven development using agile methodologies to constantly improve/update the product so that new extensions/fixes can be deployed to hundreds of websites regularly and instantly.  Learn from his experience in writing user stories, managing timelines/expectations, developing specifications, and keeping both developers and clients happy.  During the last four years at PICnet, Pradeep has helped the company establish Non-Profit Soapbox as a unique and reliable service wrapped in a product for non-profit organizations.

== Session Notes ==

Session notes will be posted here.</text>
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  <title>Aligning Departments and Skills for Successful Projects</title>
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    <text bytes="254" xml:space="preserve">Many nonprofit technology projects - building a website, for instance - require input from a lot of different people with diverse skills and backgrounds.  How can you design a process that helps all of these folks to work together to get a great outcome?</text>
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  <title>Assessing and Redesigning Web Sites</title>
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    <text bytes="2574" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's His Experience
* The web development process includes all areas of the nonprofit and thus requires buy in from most staffmembers
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael Share's His Experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
-Must communication website vision&lt;br&gt;
-Must articulate goals&lt;br&gt;
-Do a content inventory of current site&lt;br&gt;
-John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the process more complex and delayed.&lt;br&gt;
-Focus on developing a dialogue with the visitors of your site.
-Content contribution doesn't necessarily have to be democratic among staffmembers; better content is developed by authors with a focused message.&lt;br&gt;
-7 choices or less of weblinks on a page.</text>
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  <title>Blogging MNTP</title>
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    <text bytes="1215" xml:space="preserve">=== MNTP on related sites ===

* Flickr: http://www.flickr.com/photos/tags/mntp/
* Technorati: http://technorati.com/tag/mntp
* Wordpress.com: http://wordpress.com/tag/mntp/
* Del.icio.us: http://del.icio.us/tag/mntp
* Twitter #hashtags: http://hashtags.org/tag/mntp/ (make sure to follow [http://twitter.com/hashtags hashtags bot])

=== Blog Posts ===

* Norman Reiss: [http://nhr.vox.com/library/post/collaboration-and-management-in-cross-departmental-web-projects.html Collaboration and Management in Cross-Departmental Web Projects]
* NTEN Blog: [http://nten.org/blog/2008/01/13/nten-members-online-round-up-its-about-getting-together NTEN Members Online Round-Up: It's About Getting Together!]
* Idealware Blog: [http://www.idealware.org/blog/2008/01/nonprofit-tech-project-manager.html  A Nonprofit Tech Project Manager Community of Practice!]
* LOLNPTech: [http://lolnptech.blogspot.com/2008/01/from-original-by-lena.html HALP! My NPTech Project Manager is Aggro Zombeez!]
* Social Source Commons: [http://blog.socialsourcecommons.org/?p=24 Mapping Nonprofit Project Management Tools]
* Rob Purdie, Important Projects: [http://importantprojects.com/archives/000134.php Managing Nonprofit Technology Projects]</text>
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  <title>Brainstorm</title>
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    <text bytes="172" xml:space="preserve">We'll using the final circle as a time to brainstorm how to continue our collaboration and sustain the community of practice around nonprofit technology project management.</text>
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  <title>Challenges of remote collaboration</title>
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    <text bytes="2936" xml:space="preserve">Challenges of remote collaboration:

* timezone
* lack of casual conversations
* no face-to-face leads to lack of "getting to *know* people"
* language barriers
* travel for requisite f2f meetings can be troublesome
* communications are made slow and difficult which CAN lead to slower decision making
* management (productivity, "nagging," checking up on staff)
* tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

specific problems with video - uncomfortable.

related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

communications-styles are really the driving force here...

management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

*trust* is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, what are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online
**</text>
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  <title>Client Perspective on Software Development Projects</title>
  <ns>0</ns>
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    <parentid>24</parentid>
    <timestamp>2016-01-13T17:35:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="386" xml:space="preserve">=== Description ===

This session will examine what it is like to be on the receiving end of a software development project. Dealing with vendors, making sure implementations match needs, and managing technology issues that are controlled by others will all be covered, and participants are encouraged to share their own stories.

== Session Notes ==

Session notes will be posted here.</text>
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  <title>Collaboration</title>
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    <id>27</id>
    <parentid>26</parentid>
    <timestamp>2016-01-13T17:35:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
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    <text bytes="722" xml:space="preserve">== Collaboration ==

'''This page lists resources related to collaboration submitted by members of the MNTP community.  Click to view a resource, or login to share one with your colleagues.'''


[[Collaboration Challenges and Solutions]]

Catalog of Collaboration Challenges and Solutions started by participants of session on collaboration at NTEN's 2008 Nonprofit Technology Conference.


[http://www.mind-sky.com/Presentations/PullingTogether/Collaboration%20Action%20Plan.xls Collaboration Action Plan]

Action Planning Matrix based upon study of factors affecting collaboration by group of researchers headed Peter Senge.  Created as a tool for session on collaboration at NTEN's 2008 Nonprofit Technology Conference.</text>
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  <title>Collaboration Challenges and Solutions</title>
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    <text bytes="3272" xml:space="preserve">== Introduction ==

Creating a collaborative environment depends upon a number of factors. Peter Senge and a group of researchers identified a number of them that can bolster or degrade effective collaborative learning in interorganizational groups. 

During a session at NTEN's 2008 Nonprofit Technology Conference (NTC), we used these factors to create a framework for identifying solutions to the challenge of making an organization more collaborative. Session participants created a catalog of solutions related to each factor. To contribute your own solutions, you can login and edit this page.
 

== '''Environment''' ==
 

Create an environment where participants feel that they can safely express their perspective. 

&lt;u&gt;Recommendations&lt;/u&gt;
*Start conversation with ''jumping off'' documentation based on past project successes/failures. 

*Have a point person gather data and aggregate. Put framework around discussion.

*Create a strategy council to coordinate overlapping needs/requirements. 

*Find a management-level champion to assure collaboration, but avoid mandating particular approach.

*Catalog work to be done to achieve goal(s).

*Negotiate project schedules, and priorities face to face, if possible.

*Work to make meetings purposeful to maintain faith in discussion as a tool.

*When making cross-team decisions, corral diffuse decisions and explicit disagreements by assuring that there is a trigger-puller and final decision-maker.


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]


== '''Align Vision and Values''' ==


Emphasize commonality and common cause among participants. 

&lt;u&gt;Recommendations&lt;/u&gt;

*Set high level organizational priorities

*Communicate goals of each project to teams as they form

*Avoid &lt;i&gt;shapeless&lt;/i&gt; meetings, which can be a lost opportunity to align vision and values across teams. Encourage clear agendas and outcomes.

  
:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]


== '''Develop Relational Quality''' ==


Facilitate Relationship Building 

&lt;u&gt;Recommendations&lt;/u&gt;

*Give others opportunity to contribute beyond their normal scope (Get IT's perspective on how to use the tools strategically).  

*Sponsor social activities that encourage teams to get to know each other

*Ice-breaker activities for team meetings

*Schedule annual and bi-annual retreats to focus on team-building.

*Schedule team calls on a regular (rather than emergency ad hoc basis).


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]
  

== '''Deliver Benefits''' ==


Offer Organizational, Professional, Personal Value

&lt;u&gt;Recommendations&lt;/u&gt;

*Explicitly communicate professional/organizational/personal benefits to participants/groups

*Create incentives that energize individuals/groups who participate

*Be successful and communicate the successes of the team to model what’s possible for the whole team, the whole organization and especially the more collaboration-resistant team members.


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]</text>
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  <title>Collaboration and Management in Cross-Departmental Web Projects</title>
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    <id>31</id>
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    <timestamp>2016-01-13T17:35:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="8006" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 yrs in Further Education, 8 yrs consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buyin up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buyin. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no toolkit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal toolkit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
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  <title>Collaborative Tools</title>
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    <text bytes="4144" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*conference Calls
*Emails
*googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--lenght of collaboration--amount of planning
*compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*# of people on your team

Discussion
Wikis&lt;br&gt;
pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
cons:  not as easy to understand, better for tech savvy, dfficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
pros:  simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
cons: individualnot group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
pros:  flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
cons:  user adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
more:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  one question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
cons:  bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
more:  good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
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  <title>DC2009:Agile Ways to Develop Joomla! Extensions</title>
  <ns>0</ns>
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    <id>35</id>
    <parentid>34</parentid>
    <timestamp>2016-01-13T17:35:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="4360" xml:space="preserve">== Description ==

Pradeep Suthram, the Product Manager at PICnet, is responsible for maintaining and improving Non-Profit Soapbox, a hosted solution of Joomla! exclusively for non-profit organizations.  He works with a team of 3 developers and a designer using design-driven development using agile methodologies to constantly improve/update the product so that new extensions/fixes can be deployed to hundreds of websites regularly and instantly.  Learn from his experience in writing user stories, managing timelines/expectations, developing specifications, and keeping both developers and clients happy.  During the last four years at PICnet, Pradeep has helped the company establish Non-Profit Soapbox as a unique and reliable service wrapped in a product for non-profit organizations.

=== Session Notes ===

Presenter: Pradeep (sp?)

Attendees: Phil, Oksana, Courtney, Hunter.

All have been exposed to it, at different levels.  Some just beginning.  Some have used parts of Agile implementation; though not all principles on a daily basis.

What would you like to get from this session?
* when to use it?  what type of projects are best?
* how are you using it?  what works?  what doesn't?

Will review: 
* principles learned from a good book
* battles we had to fight through to make agile work

COMPARISON

Agile...
* throws out concept of timelines, dependencies, and many other concepts of waterfall dev't.
* is a more engaging process, that invites feedback from user community &amp; others, and incorporates it into the product throughout development.
* doens't have to wait for end points to include new feedback; as opposed to waterfall, which is generally focused on a fixed feature set.
* asks us to think through a feature or subset of features for a short period of time, and focus on t

Waterfall...
* we'd map out entire set of components from start to end, including all exceptions &amp; rules.
* would move through broad understanding -- requirements -- to detailed specifications.

GETTING STARTED

Developers provide 3 estimates for a story.
* work hours = an honest hourly estimate of how long this will take, without inflation due to potential tech problems and other risks.
* difficulty (subjective index 1 - 3)
* volatility (subjective index 1 - 3)

General rules of thumb:
* Minimum of 2 hour estimate for any story.
* For stories &gt; 8 hours, they are split into several more-granular stories.

All of this is provided at the pre-release meeting, where they also discuss they're vision of how project will run -- from both client and the company's perspective -- and reconcile potential conflicts. 

Question: How is this used for vendor-client relationship?  (as we've been discussing mostly internal clients thus far.)

* Oxana: we've given very on-the-fly feedback throughout development, using wireframes &amp; drawing on top of existing site.

* Phil: In Pivotal Tracker, I like having the conversation regarding a story in one place.  It encourages client interaction in the process.  And clients are actively involved in prioritization.

Question: But how do we get that initial set of stories?  In starting the project, I've always done a lot of research to write up a document that provides a strong picture of our needs.

* Agile development need not start with Agile requirements collection.

MOVING FORWARD WITH DEVELOPMENT

Given a set of stories, I go to Developer to look for red flags and ask him/her to come up with estimates for a later time.  Then I do the same with the designer with my vision, who takes that and uses his/her expertise to create a usable, pretty visualization for the feature/functionality.

We produce a low-fi mockup of the story, then everyone reviews &amp; revises; move on to a medium-fi mockup, etc.  Starting with medium-fi mockup, the developer may take it and run at any point, or may wait until we get to higher-fidelity mockups.  It is design-driven development.

AHA MOMENTS

* better understanding of how we can transition to agile from waterfall.
* communication is key.
* understanding why I like Agile:  Due to the concepts at it's core -- being able to react to an evolving project.

MISCELLANY

* There's a good book to reference; don't remember the title.  Will post later.
* Fogbugz = free, installable web-based tool for agile bug tracking.
* automated testing tools: Selenium, Pyccuracy</text>
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  <title>DC2009:Brainstorm</title>
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    <timestamp>2016-01-13T17:35:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
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    <text bytes="172" xml:space="preserve">We'll using the final circle as a time to brainstorm how to continue our collaboration and sustain the community of practice around nonprofit technology project management.</text>
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  <title>DC2009:Client Perspective on Software Development Projects</title>
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    <parentid>38</parentid>
    <timestamp>2016-01-13T17:35:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="3283" xml:space="preserve">=== Description ===

This session will examine what it is like to be on the receiving end of a software development project. Dealing with vendors, making sure implementations match needs, and managing technology issues that are controlled by others will all be covered, and participants are encouraged to share their own stories.

== Session Notes ==

What Clients Need to Know About Working w/ Vendors - Oksana

Key point: Client needs to take ownership of their project.

Homework
* Define your task
* Assemble your team
* Document everything (expectations, strategy, reasons for decisions, risks, project work plan)
* Establish process for future management communications strategy

You don’t need technical skills to run an app dev project

Kick-off meeting w/ vendor
* Build a relationship
* Vendor introduces project methodology (project life cycle)
** Discovery/project planning
** Design
** Development
** Delivery/launch
* Establish communication channels
* Balance: the client is always right vs. vendor expertise

Discovery/Project Planning
* Establish communication channels:
** Vendor: weekly project status report; budget update
** Client: info about current processes and system in place (use prepared documentation)
* One POC: vendor project manager to client project manager
* Keep track of all communications
* Be realistic about scope and deadlines
* Vendor deliverables: maps, wireframes, requirements, timeline, budget
* Client must sign off on all of this

Design Phase
* Have a small number of people who will sign off on design
* Share org’s design guidelines w/ vendor
* Kick-off design meeting (design questionnaire, number of design rounds)
* Vendor deliverables: mock-ups or HTML
* Client must sign off on design and code

Development Phase
* This is the phase where things go wrong – this is not the phase for the client to disengage
* Vendor must present weekly updates and scope changes
* Client: be thoughtful about number and scope of changes – sign off on any changes that adjust timeline and budget
* Will vendor deliver on time?
* Will vendor deliver on budget?
* Client must monitor: launch date, moving nonessential items onto a wish list – sacrificing perfect to the good

Launching
* Vendor deliverable: beta testing
* Client much create testing plan
* Client must fully engage w/ testing
* Launch
* Repeat testing

Importance of client testing:  they should be motivated to try to break it (whereas the developer just wants to see it work)

Shared responsibility for sharing expertise/best practices – common interest in success – it is a partnership

But it’s hard for a small, overstretched nonprofit to engage sufficiently to create/fulfilling that partnership

There can be a need for the vendor to do some of the client’s tasks for them

But there need to be clear boundaries and role definitions in the relationship 

Client needs to understand the reasons why/the roots of established business processes

Ahas:

* My relationship with my vendor is all wrong
* Importance of doing thorough testing
* We’re all dealing with similar issues
* Importance of speaking up when the relationship isn’t working
* A good client is a passionate client that asks clients
* Clients need to take full ownership of their projects</text>
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  <title>DC2009:Event Agenda</title>
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    <text bytes="3949" xml:space="preserve">This was the agenda for the first MNTP-DC on 22-23 July 2009.

Sessions were led by a fantastic set of '''[[DC2009:Event Facilitators|Event Facilitators]]'''.

The agenda was collaboratively evolved by participants in the time leading up to and during the gathering.

=== Wednesday, 22 July -- MNTP DC 2009, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[DC2009:Opening Discussions - Project Management Principles|Opening Discussions - Project Management Principles]]

* [[DC2009:PM Principles - Introduction to Project Management|PM Principles - Introduction to Project Management]]
* [[DC2009:PM Principles - Web Site Essentials|PM Principles - Web Site Essentials]]
* [[DC2009:PM Principles - Software and Database Development|PM Principles - Software and Database Development]]

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda. Participants will encouraged to add topics they specifically want to focus on.
* [[DC2009:Interactive Agenda Clustering|Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' Afternoon Sessions 1

* [[DC2009:So You’ve Been Drafted – the Accidental Technology Project Manager|So You’ve Been Drafted – the Accidental Technology Project Manager]] 
* [[DC2009:Writing an RFP for a web project|Writing an RFP for a web project]]
* [[DC2009:Online Collaboration Tools|Online Collaboration Tools]]: Communicating with the Project Team and Tracking your project milestones and deliverables
* [[DC2009:Managing 3rd-party software implementations|Managing 3rd-party software implementations]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 2

* [[DC2009:Managing Nonprofit Software Development Projects|Managing Nonprofit Software Development Projects]]
* [[DC2009:Web Site Redesign: How to do it Right|Web Site Redesign: How to do it Right]]
* [[DC2009:Managing demands from internal stakeholders|Managing demands from internal stakeholders]]
* [[DC2009:Managing Drupal Web Projects|Managing Drupal Web Projects]]

'''16:30''' Closing Circle

'''17:00''' Happy Hour
* Location To Be Announced

=== Thursday, 23 July -- MNTP DC 2009, Day 2 ===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[DC2009:Project Management Peer Assists|Project Management Peer Assists]]

'''10:45''' Break

'''11:15''' Morning Sessions 2

* [[DC2009:Managing Expectations: Avoiding surprises halfway through your project|Managing Expectations: Avoiding surprises halfway through your project]]
* [[DC2009:What Should a Web Site Cost?|What Should a Web Site Cost?]]
* [[DC2009:Client Perspective on Software Development Projects|Client Perspective on Software Development Projects]]
* [[DC2009:The convergence of architecture and content|The convergence of architecture and content]]
* [[DC2009:Managing the Development of Customized Joomla! Websites|Managing the Development of Customized Joomla! Websites]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:00''' [[DC2009:Tool Mapping|Tool Mapping]]

'''13:30''' [[DC2009:Software Bazaar|Software Bazaar]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 
* [[DC2009:Managing Consultants and Dealing with Vendors|Managing Consultants and Dealing with Vendors]]
* [[DC2009:Methods in Selecting Software|Methods in Selecting Software]]
* [[DC2009:The Politics of Project Management|The Politics of Project Management]]
* [[DC2009:Project Failures: Identifying and Mitigating Potentials Risks|Project Failures: Identifying and Mitigating Potentials Risks]]
* [[DC2009:Agile Ways to Develop Joomla! Extensions|Agile Ways to Develop Joomla! Extensions]]
* [[DC2009:Managing Database Projects|Managing Database Projects]]

'''16:30''' Closing Circle - Take Aways

* [[DC2009:Brainstorm|Brainstorm]]

* Post-event beverages at nearby watering hole</text>
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  <title>DC2009:Event Facilitators</title>
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    <text bytes="1281" xml:space="preserve">The following facilitators led discussions at MNTP-DC 2009, and shared their experiences and perspectives from both the nonprofit and consultant sides of technology project management.

* Robert Benedict, [http://www.changemakers.com/ Changemakers]
* [http://www.thepraxisproject.org/about/guillen.html Josué Guillén], Technology Manager, the Praxis Project
* [http://aspirationtech.org/about/people Allen Gunn], Executive Director, [http://aspirationtech.org/ Aspiration]
* [http://www.aucd.org/template/person.cfm?person_id=368&amp;parent=13 Oksana Klimova], Director of Web Services, AUCD
* [http://floatleft.org/about Courtney Miller], Developer, [http://floatleft.org FloatLeft]
* [http://www.citidc.com/detail/person.cfm?person_id=160 Katherine Mowers], [http://citidc.com CITI] Senior Project Manager
* [http://www.hapnetwork.org/about/stafflist.html Rachel Gussett-Williams], Director of Business Development at Health Partnership Assistance
* [http://www.linkedin.com/in/adamrasmussen Adam Rasmussen], President at UX Interactive	
* Roberta Rosenberg, [http://www.mgpdirect.com/ MGP Direct]
* Pradeep Suthram, Product Manager at [http://picnet.net PICnet]
* [http://www.citidc.com/detail/person.cfm?person_id=209 Kafi Waters], [http://citidc.com CITI] Senior Project Manager</text>
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  <title>DC2009:Interactive Agenda Clustering</title>
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    <parentid>44</parentid>
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    <contributor>
      <username>Miriam</username>
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    <text bytes="252" xml:space="preserve">=== Description ===

In this interactive exercise, participants will brainstorm topics they'd like to add to the agenda, and group those ideas into related clusters. Event organizers will try to build the most-requested ideas into facilitated sessions.</text>
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  <title>DC2009:Managing 3rd-party software implementations</title>
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    <parentid>46</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="3088" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Adoption as key word—sharepoint has been found to be too clunky for users to adopt.
•	80-20 Rule: 80% of success of third-party system, is people’s ability and willingness to use it. 20% is the technology and its effectiveness.
Opportunity for organizational development. 
•	IT requirements to maintain day-to-day operations leads to increased ROI
o	New systems can make organization more effective and see a return of investment 
Data mapping is necessary for CMS implementation.
•	Need to create an excel spreadsheet of the current fields and new fields in the database.
o	Vendors often time have tools to assist in the  data mapping process.
•	For CMS systems, determine who “owns” each webpage and determine what to be changed on it.  
Data clean-up: either do it before, but based on new system, can be imported and cleaned later.
•	Need clean data to keep/build trust.
•	Keep track of the number of  invested hours in data clean-up.
Need to have multiple data conversions to test before going live
•	How many are necessary? 
•	Need several validating persons when checking conversion test.
Double-check that the vendor has included all the requirements listed in the RFP-Case scenarios 
•	Need a test-drive to be sure that it’s set up properly
Third Party Integration
•	Need to hold a joint call to verify document requirements and plan between the two vendors
Training versus learning
•	Need to have training before testing. 
•	Learning through doing case-scenarios.
o	“buddy” system- several people testing the system can help each other when in the learning process.
•	Having power-users as “buddies” makes them advocates for adoption.
Business processes instructions for new system
•	Need to have preparations for users/constituents to change their behaviours in the new system
o	“buddy” system to help
o	case-scenarios prepares the user
o	There will always be users/constituents who will have complaints about the new system
Ongoing Communications with stakeholders (vendor, internal champion, key constituents).
Have a database/applications administrator 

Buddy System to increase adoption and accessibility of new system 
Testing/Training sessions for new system.
•	Case-scenarios – having new business procedures documented beforehand.
A new system can lead to new organizational development, which will lead to increased ROI</text>
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  <title>DC2009:Managing Consultants and Dealing with Vendors</title>
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    <text bytes="5897" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

How to deal with vendors – led by Adam

Positives:

•	Worked with a vendor to normalize a database and felt that he really listened. There was transparency and a willing to share his knowledge.

•	A good vendor helps to be self-sufficient.

•	A vendor likes to site down and have a stake in the project for himself.

•	Even vendors have vendors. Vendor was proactively on top of the issues, were hounding him for more info because they wanted to get on top of it. Problems were already tasked before I notice it. Paying attention and not waiting for a project to pick up the phone.

•	Being personable is something vendors lack sometimes but a vendor did a needs-analysis and sat down with every single person in the organization.

•	Able to lay things out in layman’s terms. 

•	Enjoy working together. Instead of playing games where no one wants to say a number, having a real high-trust relationship. 

•	Vendors who knows the right questions to ask. That comes with experience.

•	Proactive with issues about time. IF something is going to be behind schedule it’s fine if they say they’re going to be late ahead of time. Being up front.

•	A key quality is responsiveness. Time differences across borders the vendors can offer to stay late, go above and beyond.

•	Being responsive in a timely manner. Being self-sufficient so they teach you and give you the tools to solve things on your own.

•	We have a vendor who takes the client out to lunch and fosters a strong relationship.

•	Patience.

What you can do:

•	Relationships go sour because expectations are not clear.

•	An RFP can have a list of what their ideal vendor is, and you can state that you expect them to not leave you with the product but rather with the knowledge to do it on your own.

•	When you interview a vendor don’t be passive, ask the questions you want so you learn the same thing from everyone rather than just seeing if they are good with powerpoint.

•	Discuss the big picture so they can be bought in.

•	Make them understand the culture so if it’s a difficult organizational culture they can have a heads up.

•	A sense of honesty – we’re both professionals sitting at a table trying to solve a problem.

•	You’re going to give me the payment but also the opportunity. If it’s not win-win for both sides then something didn’t go right.

•	Expectations can’t be stressed enough.  In statements of work/contracts lay out what the client is responsible for and the vendor.

•	Ask the vendor what is expected of you as a client in this process. 

•	A product vendor is different from a consulting vendor.

•	Be up front with the vendor about what happens if this relationship goes sour? That’s the point where things get the toughest.


Advice on bad vendor relationships:

Problem: 

•	What happens when the vendor relationship is so long-term and you don’t even know where a contract is? A first step is not to mix personal and professional. 

Solutions:
•	A vendor-client relationship can be love-hate. It can get past formalized stuff when you know each other so well. There’s enough trust between two people that you can have a less formal contract. 
•	Ask to get some new bids and show a value from other places
•	Get a consultant to do a vendor review
•	Look at the better business bureau charity accountability standards
•	Find allies in your organization

Problem:

•	How can clients be better from a vendor perspective?

Solution:

•	Pay on time – so important.

•	Be able to tell vendors how long it takes. 

•	Point person assigned to work with the vendor who is empowered to make decisions. Making decisions by committee is awful.

•	Who’s the shot caller on this project?

•	It really matters a lot to have clients who have a sense of proportion. Don’t send something in huge caps that is always urgent. Respect a vendor’s time that they have other obligations.

•	Give an honest, reasonable time-frame.

•	When a client realizes that they have a role in the process too, that they are expected to do some work because they own the technology and will have to deal with it every day. Clients need to take ownership.

•	Vendors don’t want to feel like their client is completely dependant on the vendor.

•	Good clients commit to their decisions.

Problem:

A vendor misses a deadline.

Solution:

•	Well before the deadline pulling the red flag if you are missing it.

•	Put the onus on them to figure out how they’re going to streamline something. They need to figure out how to get it back on track.

•	The clients don’t want to hear that you have other clients.

•	It’s a red flag if someone says yes all the time. You need to hear some nos. It’s transparency too.

•	A separate statement of work has to do with ongoing support is helpful. It can say how quickly there will be a response.

Problem:

A vendor is upset that they didn’t win an RFP competition because they were too expensive.

Solution:

•	The cost of gaining a new client is much more for a vendor than the cost of keeping an old client.

•	Tell the vendor up front that cost is the most important thing.

•	You can give the vendors who lost the RFP info about how much the one you went for came in.

Problem:

•	What do you do when other staff members don’t like the vendor as much as you? When you have to ask the vendor to help the staff?

Solution:

•	There should be clarity about who talks to the vendor and when.

•	Professional development lunch and learns.

•	Collect people’s problems and have a session where the IT person addresses everyone’s problems.</text>
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  <title>DC2009:Managing Database Projects</title>
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    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="930" xml:space="preserve">Community IT Innovators

Help clients in software selection projects

Work with associations primarily, donor management, fundraising

Democracy in Action (Salsa) as cheaper than CapWiz

The Steps to choosing a database system:

* What are the requirements, what are they trying to accomplish with the database?
* What are the barriers to understanding this?  Organizational, don’t know what you need! Do what you need to do to find out what you don’t know!
* Clearly define current business processes
* CiviCRM: Drupal based, need to find a developer who specializes
* Salesforce: commercial product, hosting, leader of cloud computing (customer doesn’t maintain infrastructure at all)
* eTapestry: Donor management focus, web-based database
* Neon: Online hosted database, non-profit focus, affordable, good for integration
* Association Management Systems vs. CRM: membership, trade, etc.
* Members Only (DC based)
* ISSI</text>
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  <title>DC2009:Managing Drupal Web Projects</title>
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    <parentid>52</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="2964" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==Why Drupal?
•	Good solution for non-profits because there are a lot of vendors already working with Drupal. 
•	Provides different ways to achieve functionality.
•	Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
•	DC is a Drupal hotspot.
•	Joomla is not sophisticated for many orgs.
Drupal Background
•	Core Drupal code + Contributed modules (developed by any person and enhanced by others)
o	Modules as plug-ins to the core CMS programming
•	Different Drupal developers have different areas of Drupal expertise
o	Core Drupal configuration person
o	Costume module development person
o	Design/theme CMS person
•	Starter theme/templates exist
•	Zen most widely used theme
•	As new modules are implemented, the theme designer controls their style and appearance.
•	Developer needs to be engaged in the design process because Drupal has a default output style.  The more customized design will create more costs.
Choosing Vendors
•	Lots of transparency in vendors’ development 
o	Development site is on a secondary server so that the client is able to see the process going into its creation
•	Look at example sites, and be sure that they are within the desired budget 
•	Ask for references
•	Ask if they are maintaining Drupal sites after configuring and developing it.
•	Ask about source-code management and backup
•	groups.drupal.org—there is a DC group of developers
Drupal integration
•	CiviCRM and Salesforce integrate well with Drupal 
•	Drupal and Paypal integration
•	Easy to communicate with MySQL
Drupal Challenges
•	Terminology is less intuitive 
o	During the testing stages, have client-developer Q&amp;A session 
•	Configuring the production, development, and staging sites can be exportable, but not always the case
•	Too many modules
o	Overexcitement over new functionality
o	Can lead to decreased site performance
•	On-going updates
o	Need to consider the cost as on-going
•	i.e. security fixes every two months
	These are typically quick fixes and easily applied
•	i.e. annual version releases
	Drupal only supports the latest two releases
	Depending on how complex the modules/site theme, can become a web re-design
	If not updated, won’t receive the  security fixes.
•	Not unique to Drupal, all CMS will have these updates
When not to use Drupal
•	Depends on the  content, simple content doesn’t require the complexity of Drupal
•	One-person shop, check out wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
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  <title>DC2009:Managing Expectations: Avoiding surprises halfway through your project</title>
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    <parentid>54</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="446" xml:space="preserve">=== Description ===

Project managers usually have a least two central jobs: Job 1 is to deliver the project in an appropriate fashion, and Job 2 is to serve and PR person and universal ear to all all stakeholders. This session will address how to properly set, manage, and adjust expectations of the life of a project, and how to model for the unexpected when communicating project plans.

== Session Notes ==

Session notes will be posted here.</text>
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  <title>DC2009:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>29</id>
  <revision>
    <id>57</id>
    <parentid>56</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="567" xml:space="preserve">=== Description ===

While a best practice for nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most nonprofits, and too often nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

== Session Notes ==

Session notes will be posted here.</text>
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  <title>DC2009:Managing demands from internal stakeholders</title>
  <ns>0</ns>
  <id>30</id>
  <revision>
    <id>59</id>
    <parentid>58</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="3837" xml:space="preserve">=== Description ===

There are plenty of moving pieces in any nonprofit technology project. But often one of the most vexing challenges is properly managing the needs and wants of stakeholders within the organization for whom the project is being implemented. This session will cover best practices for engagement, gathering input, transparent project operation, creating alignment (and coping when it's not possible), and other aspects of setting expectations and managing communications.

== Session Notes ==

Session notes will be posted here.

Managing Internal Stakeholders - Rachel

Rachel: Technology doesn’t really fit into the purview of her organization, which creates the need to advocate proactively for technology and manage varying perspectives; biggest accomplishment is that everyone is still talking to one another; acting somewhat as a therapist – there is a need to finesse differing interests and “read” differing interests

A key moment is defining that this is a project and getting common understandings.  In this, it is not different from dealing w/ external clients.

A key challenge of managing internal stakeholders is about overcoming the assumption that explicit planning, marketing, transparency are unnecessary

Internal project often grow out of long-running issues, with unstated assumptions and unqualified interests

Internally need to understand and be sensitive implicitly to hierarchy/politics/culture

Marie: What if you get resistance within your project team?  A: You need to understand the source of the resistance – understand the motivations. Break down the resistance in the needs gathering phase.  Create a picture of what your system is going to do – show things that the users are going to relate to.  Show them concretely what is expected of them.  

Understand your value add – know what your project is giving to the various interests in the org.

Importance of project evangelists – executive sponsorship.  

Evangelists are not just at the top of the organization – they need to be seeded throughout the organization.

If you are having trouble getting collaboration on a project, you can use a low-tech approach (e.g. post-it notes on a wall calendar) – this can help bypass the fight you might have implementing a technological solution, like Basecamp

Resistance to change is a huge hurdle

How to deal w/ apathy?  Work around it.  Build something that works for others and, if you are fulfilling a not-yet-identified need of the apathetic, they will eventually get on board.  Or: energy/enthusiasm can overcome apathy – the executive sponsor cannot be the only evangelist.

Structured communications are essential: e.g., project blog, regular emails – must be sure that the communications approach  is sensitive to time efficiency and whether your communications are providing value.

What do you do with feedback?  Acknowledge and report back.  Show results.  Use a tracking tool (OneNote).

How often should you ask for feedback?  Always!  But especially at project milestones.  If you’re not getting feedback, go hunt it down.

Not all feedback will be timely or appropriate, but you need to validate the input.  Don’t just say, “No!”

How do you deal with negative/unproductive feedback?  Spin it – acknowledge and validate it, even if you are not going to use it.  One strategy is to publicize it and answer it positively.  Or dissect the feedback – challenge them to give you feedback that is useful.  But also challenge your own motivations  and natural defensiveness to getting feedback you might not want to hear.  Ask for them to help you help them.

Ahas:

* Importance of evangelists
* Importance of seeing the motivation of resiistance
* Managing feedback productively in a validating manner
* Having a structured organization plan</text>
    <sha1>2c92a1838b61a81169f540de3eeee4a284b0f1bb</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:Managing the Development of Customized Joomla! Websites</title>
  <ns>0</ns>
  <id>31</id>
  <revision>
    <id>61</id>
    <parentid>60</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4884" xml:space="preserve">== Description ==

Tim Forbes, the Director of Project Management at PICnet, will be speaking about successful project management techniques employed at his company in developing large and customized Joomla! websites.  His experience in writing requirements, managing client expectations, estimating work hours, testing, and quality assurance to develop unique extensions (such as Version Control and ACL) for large organizations such as the American Society for Microbiology and American Academy of Physician Assistants is invaluable.  During the last three years, Tim and his team has helped PICnet become one of the most dynamic companies in the non-profit community.

=== Session Notes ===

Catherine: Trying to figure out how to maintain/integrate twitter and facebook.  Accidental project manager and having problems with people.  It takes 8 people to update our website.

Monica: I want to understand a little bit about change management and how to manage website changes when they are thrown at you, dealing vendors, identify consultants, and understanding how to train people in Joomla! so that we don't have to answer questions as they arise.

Todd: Work at nature reserve. Don't want to be a project manager but it will make me a better manager overall. We're in the middle of moving our website over to a CMS.

Karen: I work at a NPO. Currently redesigning, redoing our website using Wordpress as our CMS. There's a lot of data about achievement gaps and we want to make sure that parents get and understand this information. Curious about how to use basecamp with outside vendors.

Roberta: Design &amp; development of websites and work with large organizations.  Looking to learn more about non-profits' problems.

Noelle: ______ Association. Starting a project that will involve a new website and database.  It's currently an offline database that needs to be online and integrating it with the database is a pain.  Trying to learn as much as possible before we begin this thing.

Grace: I work at CITI. General website management tips and balancing the interests of multiple stakeholders in the organization.  Making it an effective/collaborative process. Need to redesign our website and need to figure out how to do that best.

Hunter: User experience designer. Want to learn about what's going on. Might be starting my own web project.

Gorav: Need to do a full redesign for our website. Just looking to see what peopele are doing.

Wendy: Dabbled in project management. CMS/CRM/metrics etc. integration and reporting.

Andy: Getting a new website. Five websites and are currently all old websites. Open to whatever CMS system.

Ernesto: What are the needs of non-profits. MPCA.

Courtney: Build drupal sites for non-profits. Double role as developer and accidental PM.

Scott: Not a PM. Worked at CITI as developer.

scott: It's critical that developers and project managers are separate people. The roles and responsibilities are different and the priorities of the project differ depending on who is in-charge.

Cheap, fast, and good: Pick two. This is a principle often used in project management.

PMs need to keep track of timeline, budget, etc. so that people above them can make decisions as they need.

Wendy: What do you do when the CEO/ED comes to your desk and says 'I want a new website'?  How do you determine what exactly to figure out what to do first?

Hunter: I always look at this from the design perspective.  Make it about the user experience but determine your goals first.

Roberta: Think about it from a user perspective i.e. make it user centric. For example, not just put twitter on a website just because twitter is cool. Given a feature, does it fall in line with the vision of hte organization and is it useful for your users.

Pradeep: Explained PICnet's approach to big projects. There was some discussion between agile vs. waterfall development.

Glennette: You need an online strategist.

Kafi: @wendy, what went wrong?

Wendy: Things went over the timeline and overbudget.

Pradeep: There are two parts to this question. Vision to RFP and RFP to End Game. We've been talking mostly about the latter.

Scott: Wendy put together the best RFP ever. She will be hosting a session this afternoon. Hope all can attend. Using an RFP, you can weed out vendors and determine the quality of vendors who respond.

Pradeep: There are products and services out there that have very small budgets for website development.

Monica: @Hunter: How do you understand what stakeholders need or want?

Hunter: You talk to them, interview them, have them fill out surveys. You reach out to people and offer them gift cards etc. and other things to have them review your ideas as a favor.

* Crowdsourcing
* Rolling things out in phases
* Is it necessary to separate the ownership of product vs. project?
* Cheap, fast, and good: pick two.

hit-by-a-bus test</text>
    <sha1>6db01b2758b731f616ea38e9a40ac7b0406561bd</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:Methods in Selecting Software</title>
  <ns>0</ns>
  <id>32</id>
  <revision>
    <id>63</id>
    <parentid>62</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="273" xml:space="preserve">=== Description ===

How do you balance the need to pick great software with the need to not spend a year full time doing it?  This session will address processes and methods that can help in picking the right tools.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>8b3545ddff70654e97167d4624b8761924fdb933</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:Online Collaboration Tools</title>
  <ns>0</ns>
  <id>33</id>
  <revision>
    <id>65</id>
    <parentid>64</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4975" xml:space="preserve">=== Description ===

Project management in the internet era is a distributed and virtual art. In-person meetings are the exception, not the rule. This session will discuss how to most effectively use online tools to collaborate and manage projects, and participants will be invited to share their tool preferences and experiences.

Basecamp and Pivotal Tracker session with Kafi


Paper and pencil never fail you.

How do you get people to use basecamp? How to motivate it?

BASECAMP BASICS

•	Basecamp is an online tool

•	A single place to keep projects, communication with clients/developers/designers all in one place

•	Primary reason to use it is for clients to be on there so that everyone can talk to each other.

•	You can keep username/passwords on basecamp to give designers/developers access to sites.

•	Kafi uses messages the most – the primary reason why she uses it. If one person doesn’t respond immediately, someone else will.

•	You can respond by email and it will show up automatically onto basecamp.

•	Even long strings are great because it means that people will communicate, which is half the battle.

•	You can make messages private.

•	You can attach files.

•	Kafi doesn’t really use milestones that much.

•	Encouraged to “check all” on who gets the email so the whole team is notified.

•	Developers like to use the “to-do” list

•	The monthly cost can be a roadblock to buy-in

•	Incorporate basecamp into job descriptions for buy-in


•	Time tool gives a time stamp to parts of the project – but it’s for after to-do’s are done rather than to plan how much time will be needed.

•	Chat feature is overridden by skype

•	Files feature can be useful: client can approve and team can get them to do their work

•	Under projects setting you can request an html or xml export

•	Open atrium is basecamp but open source and you host it yourself

•	Recurring projects that happen every year – you can clone some parts of it (copy a workspace) and make another one

•	Write-boards feature: capture meeting minutes, or for a collaborative document between parties. You can share it with a URL.

•	Milestones feature: It’s something date related. Kick-off meeting, initial meeting with client, requirements, design, approvals, edit time (it’s a schedule). You can do notifications with milestones

•	On the homepage you can see all the projects assigned to you, what’s due in the next two weeks for all of your projects.

•	Generation gap can be a real challenge – is it worth it to onboard people to basecamp who are uncomfortable?

•	Basecamp is really useful for meetings because you can run through the status of the project

•	Strongly encourage the messages to be sent to everyone. If it has nothing to do with what you’re working on you can always delete it.

•	It’s helpful for clients to see the impact of not approving something or not getting documents to us in time

•	This is not extra work, this is your project at a glance

•	It keeps everyone honest about a project

•	Always at the beginning of a project, as soon as you know you have a project you set out basecamp

•	Label annual or quarterly if it’s an ongoing project

•	Even for small projects basecamp works because everything is right there, it doesn’t fall off your radar

•	Why is it so ugly? You can change the colors a little bit. Brand it through settings.

•	Weird little things: search, you can search across projects or within a specific project. There is no search box, it’s a tab you have to click on.

•	You can create a new “company” but it’s actually a program and then projects fall under it.

•	A company is a client if you’re a consultant.

•	There is a templates tab, create a title and a list description. You can still delete things from a template.

•	Make the super user the administrator and have at least a couple of them. If you have a back-up person, they can always go in and pick up an archived project and find lost info. Create three to be on the safe side in case they both leave at the same time.

•	You get notified if you’re assigned something through basecamp so that you don’t have to log in to see assignments.


PIVOTAL TRACKER

•	It uses spaces. It’s for requirements so they’re written differently than for a waterfall project. 

•	They call requirements stories. They all go into the icebox.

•	You assign pointes to different stories related to the level of effort it will take to complete it. 

•	You can give it a label. If there’s a store on your website, you could have inventory tasks, etc.

•	Descriptions can be used for testing.

•	Comments box used for comments (duh?)

•	You can physically drag items from the icebox to current, which is projects we are working on.

•	Pivotal tracker would be hard to use for a non-technical project

•	You have to drag items one at a time.</text>
    <sha1>9bed0c65249f18f6d4a6bb61e220483892db5dbf</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>34</id>
  <revision>
    <id>67</id>
    <parentid>66</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="680" xml:space="preserve">=== Description ===

We'll kick off MNTP with parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of the five discussions they'll join, and each group will report key outcomes back to the larger group.

[http://www.online-sport-betting.org/ sports online betting]

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in nonprofit technology project management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
    <sha1>2f43c665e63c8fda5937a97e8859e9ba48fe29af</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>35</id>
  <revision>
    <id>69</id>
    <parentid>68</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4501" xml:space="preserve">=== Description ===

This session is targeted at those newest to nonprofit technology project management. After some initial framing and overview, this will be a question-driven session, providing answers that will enable participants to decide what other sessions will best serve their needs.

== Session Notes ==

Project Management

Lead by Adam

*  Intro by going around the room about what we would like to know about PM
	*  Getting people to use the same tool
	*  How to see around the curve to head off potential pitfalls &amp; create solutions before things happen - to have foresight
	*  Basic 101 skills + "managing up"
	*  Tips, tricks, &amp; tools for accidental project managers - how to hold vendors accountable to budgets &amp; deadlines
	*  Accidental PM
	*  How to empower PMs on non-profit to buy-in to technology projects they are using (bc they require babysitting)
	*  Basics 101 + identifying necessary components
	*  Needs help in making vendors accountable - build better relationships &amp; manage risk 

*  Roles &amp; responsibility definition, vocabulary, basic components in place to start a project - 

*  Adam is an informal project manager (had managed tech project for 12 years)
	*  Being able to anticipate things before they happen
	*  Being in touch w vendors, people in project management - risk management

*  Establish an PM framework to set goals is important (to hold vendors accountable)

*  Make list of lesson-learned to work w next vendor

*  Sussing out the source of the problem 

*  What are the roles &amp; expectations of the project?  (eventually to hold the vendor accountable)

*  Matrix - managing across lines - role definition is important (&amp; get it in writing!)_

*  What are you trying to accomplish with the project?

*  Make regular defined check-ins to keep tabs on the project

*  Which should come first - role(s) definition &amp;/or definition of scope?  

*  What is the communication framework?  (ex: wki, daily/weekly emails, etc.)

*  Different rhythms for different stakeholders (frequency &amp; depth)

*   Who are the different kinds of stakeholders?

*  Transparency via communication protocol

*  Three pillars of PM - project mgr. keeps these in balance

	*  Time
	*  Scope - What are you expecting to accomplish?  Is the business problem solved?  How is success defined?
	*  Budget

*  Reactive vs. pro-active management - scaling back the scope 

*  Managing expectations to avoid scope creep

*  Scope shrink - does this "cut" defeat the overall purpose?  (ex:  "It works, but no one uses it.")

*  Vendor relationship must be mutually beneficial - vendor must be full partner 

*  Business analyst is also known Project Manager

*  PM keeps things in scope &amp; sometimes defines the project as well
	*  Who can help determine the scope?

*  Anticipating risk
	*  What can go wrong?
	*  If things are late, what happens?  (Critical Path in Gantt Chart speak)  &lt;---- point of failure, PM needs to pay special attention to this point
		*  Put possible areas of delay at beginning of project (ex:  making sure licenses are purchased, software installed, business process/workflow, decision-making [What are the requirements? Where is the end of the scope?])
		*  What are the potential areas of failure?  Where do things break down?
		*  What are the critical success factors?  Are the right people in the team?  Are there any big events for the org coming up?  How is the project being received?  Is there pushback?  What is the org barometer to the project?  How are barriers 		overcome?  Vacations/time away from staff &amp; vendors?  
			*  Build buffers
		*  Is the content ready?  (to the staff)
		*  Are all the pieces in the right place?  What does the PM need before starting?
		*  Definition of parts &amp; pieces (early one) provides a framework to refer back to

*  Case study [Keith took notes on this part]
	*  Staff member is responsible for all things IT, is not part of the conversations that involve her projects, still seen as "newb"
		*  Tradeoffs with the give &amp; take
		*  Building consensus around shared vision &amp; goals (ex:  How our website should look - ask the stakeholders?)
		*  Work on the repercussions - give them the work case to "guide" decision-making
		*  Asking questions - to develop a common understand -  What do you need?  How I can help you get to that point?  Pick your battles. 
		*  Ask the manager what they need from you?

*  Transparency, roles &amp; responsibilities, defining goals/problem/outcomes (critical success factors)</text>
    <sha1>b51dfba144b851d6ddb0900dbab9e82cfb5db727</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>36</id>
  <revision>
    <id>71</id>
    <parentid>70</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="302" xml:space="preserve">=== Description ===

This session will take on more advanced topics of complex web sites, web applications, and other nonprofit software development topics. Participants will be invited to share their experiences, learnings, questions and needs.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>c89f1b3df82e79084a2492d3b10122dadf2f2fd3</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:Project Failures: Identifying and Mitigating Potentials Risks</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>75</id>
    <parentid>74</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="468" xml:space="preserve">In a perfect world somewhere, projects always come in on time and under budget. But alas, that perfect world is not the nonprofit technology norm. This session will address how to identify and manage risks associated with scheduling, budgets, human resources, and other factors that contribute to project success. Participants will be encouraged to bring their own stories and learnings to share with the group.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>907a21e4c97aff7e19c79dbfd97d25704255635f</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:Project Management Peer Assists</title>
  <ns>0</ns>
  <id>39</id>
  <revision>
    <id>77</id>
    <parentid>76</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="485" xml:space="preserve">=== Description ===

Participants will break into small groups to spend time focusing on their own specific project management needs. Each participant who wishes to will be able to share a project management challenge they are facing, and invite input from the rest of the group. Those with more substantial project management experience will be invited to share their knowledge, learnings, and insights on the issues presented.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>7bc5a8bb9c123a8cf23ca67c26209899e50ce304</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:Software Bazaar</title>
  <ns>0</ns>
  <id>41</id>
  <revision>
    <id>81</id>
    <parentid>80</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="271" xml:space="preserve">=== Description ===

In a bazaar-like atmosphere, participants will be able to see informal demos of various project management software packages and utilities - including Basecamp, Central Desktop, and many more - given by practitioners who are actually using the tools.</text>
    <sha1>77952c9dbfccbae5bf2053b7b47f1a165ff21cf9</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:The Politics of Project Management</title>
  <ns>0</ns>
  <id>42</id>
  <revision>
    <id>83</id>
    <parentid>82</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="833" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>b52146ce4b0aa4c0998daafa084f4be0e79b8ec0</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>DC2009:The convergence of architecture and content</title>
  <ns>0</ns>
  <id>43</id>
  <revision>
    <id>85</id>
    <parentid>84</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8042" xml:space="preserve">=== Description ===

A long time ago, before Wikipedia and Facebook and other innovative online platforms, the line between software and the data managed by software was fairly clear. No more. But in so many technology projects these days, content is architecture and vice versa. This session will reflect on the convergence, and consider best practices for designing to meet long-term needs and requirements.

== Session Notes ==

Robert - changemakers - merging content and architecture

Introductions

Changemakers looking at a redesign
had developer they liked
needed design help
hired adapted path from SFO for design
good process - integrated project, developers and designers together, drupal 
came to a point at end of design phase, became clear that there was a gap between the folks that would provide the content and their knowledge of the site and where to put it, user interface vs content.
e.g. right hand navigation - 'do i have to write that' 
also were in 4 languages - even more complicated
robert comes from arch and design background - have well established processes
web world - no standard convention for symbols, how it all works together
became clear that it would not be possible to have the content in time for launch without a content map

took wireframes pre-build, and tagged each piece of content with callouts (e.g. callouts for top nav bar - home, about, etc)
had a unique identifier (alpha numberic ABC), brief description, author (who is responsible for producing it), goal / purpose
built a set of excel tables w/ all the info in it plus more detail.

can print out screenshots of site, mark it up, and push it to the right people.  gives people an idea for where they have to provide content.

long excel list...

CONTENT		ENG	SP	FR	TYPE
HOME					STATIC

IMAGES.

adam - likes to get writing of content started as soon as possible.  often starts before design is complete, but structure has been decided.

was very hard for people to understand what it meant.  
lots of user generated content.  
being able to visually articulate where things will go and giving them context was very helpful.

can go after people to author stories.  hard for folks to imagine something entirely new without a picture.

if content is late - what does it delay?  doesnt stop development or design, but can be helpful.  When you actually go to write it - there will be changes.  But cant launch till content is complete...

1st focus on the primary content necessary for launch.  Start as soon as possible.  Herding cats.  One reason it can be hard is that people cant visualize it.
Changmakers had an almost entirely distributed team, people all over.   Had lots of stories, when we did a tone analysis, decided they needed to redo them.  

people need to see it to understand.  WORD COUNTS - very helpful.  Helpful in managing up.  CMS can reinforce these limits.  
visualization is very helpful for content creators - print out screenshots (by page type / template, or actual - whatever you can do)

UGC site (user generated content) vs "brochure site"
UGC - need to be further along in dev process before staring content development.
Brochure - can start earlier

Adam - start developing content as soon as you have your architecture set (set enough...)  
The content that is not in sidebars can be done without visualization, but the sidebar content may need to wait for visualization.
Depends on team that is working on content.  Journalists have hard time w/ fluid process. 

One challenge - put out blueprint winter 2008.  Translation work went off blueprint.  Changes happened.  How do you catch the translation work up to the changes.   Keeping finger on pulse to know when to notify translators.  Moving away from translating content.  Suggestion - move away from it.   

Changemakers runs competitions for social change - sponsors may want multiple languages, all UI and content need to be in all 4 languages.

boundaries of user experience on web is largely language.  so...UX stops where language stops.  translating content into other languages - even by good translators, its bottlenecking based on english version.   instead, create assignment in the native language - do it de novo in that langugage, dont translate it.

orig authored content vs translated...
redesign - will port content over.   

selecting designers and developers - if they are a bad fit for the team, watch out.  doesnt matter how hot /  good they are.  need someone who will work well with the team.
proprietary CMS locks you into long term financial commitments.
tool should be determined based on needs.

callouts would be grouped by team - (tech / marketing / journalists).
1 guy was basically managing all content.  created gantt chart for content delivery.
keeping style consistent - style guide?  had a person who monitored for that, and sent it back to author if needed.

did people enter content right into drupal?
progressively opened up pieces of the new CMS as soon as possible to the guy managing content.  ended up having to move a lot of content in CMS himself.
what would be the best approach?  would be best if authors could add their own content.  however, drupal is not the most user friendly back-end.  user friendly enough but people are somewhat unsure.  depends on tech skills of content people.

adam - once site def is done, will put together what needs to happen, does basic training on adding content. 
depends also on ongoing process - if same people will be adding more content, then worthwhile, vs if they are just one-time (then do it yourself).

scale and complexity of site itself is impt.  changemakers is a very intense site.  lots of interaction.  lots of functionality.  CMS is quite complex.
75,000 user profiles associated w/ changemakers.  3,000 entries (UGC).  Navigation top level pages.  Spreading content throughout site, leaning on architecture to do that.
bid to launch took 1.5 years.

changemakers was a print mag - went online - have competitions - went on drupal - realized it was time to make a jump.
watch out for old appendages that need to be dropped.  e.g. - if your site has always had a section called "programs".   your people say that will move over.  should it?  is that vertical something we need?  check to see if anybody uses that section.
people will want things that are completely irrational.
'manifesting that content elsewhere'
design of everyday objects - good book on design.
'archived section' - aka the graveyard - another good solution.

keep design space and project management space separate in conversations.    keep meetings separate.  impt if you are managing up.
technology is easy, people are hard.
if people are jonsing for features that they saw on another site - ask about the intent and the need behind it.    what is it that you need?  can the need be met in another fashion?
product integrity...

metrics can work to modify behavior, but hard.  

other lessons - from adapted path - 'lets fail small'  - when you hit the rocks - if there is a problem, identify it, fail small, and get past it.  had that when it came to look and feel.  fail small now, vs big later.  makes them feel more comfortable with things not being right, keeps things moving.

always double your developer time.  it just takes longer.  perspective from developer side is different from user side.  TEST TEST TEST.  if it doesnt make sense to you it wont make sense to a user.  Make sure you have a demo / dev site to test things on.  it costs money - but thats better than going public and live and having users question.

dont let developers push you around.  make them show progress.  listen to them.  everything is a draft.  get things done.  perfection is not possible, continual experiment.  

TESTING - try to imitate the path that a user would take, as a non-admin acct.  do it like a user would do it.  anytime you feel lost / wondering, take note.  takes 2 hours sometimes to write a good ticket.  be very precise.  i expected to see xxx, i saw yyy, screenshots, etc.</text>
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</page>
<page arvcontinue="">
  <title>DC2009:Tool Mapping</title>
  <ns>0</ns>
  <id>44</id>
  <revision>
    <id>87</id>
    <parentid>86</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <text bytes="668" xml:space="preserve">Participants mapped out project management tools they used. Here are the tallied results.

* Microsoft Word (2)
* Microsoft Excel (11)
* Microsoft OneNote (4)
* Microsoft Outlook (4)
* Microsoft Project (2)
* IM/Skype (6)
* Google Talk (1)
* Google Docs/Tasks/Calendar (14)
* Highrise (1)
* Acrobat Connect (1)
* Open Office (3)
* GoToMeeting (2)
* Dim Dim (2)
* ConnectWise (2)
* Visio (3)
* Basecamp (10)
* Central Desktop (1)
* ZenDesk (1)
* Trac (2) issue tracking
* Yammer (1)
* Open Atrium (1)
* Red Mine (1)
* Pivotal Tracker (1) 
* MediaWiki (2)
* OmniPlan (2)
* Sharepoint (3)
* Filemaker (1)
* Axure (1)
* Paper, Whiteboard, Notebook (4)
* Local Bar/Beer (2)</text>
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<page arvcontinue="">
  <title>DC2009:Web Site Redesign: How to do it Right</title>
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    <id>89</id>
    <parentid>88</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="2923" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing ecommerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definiition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centered design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the orgnization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Deferentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, abiltiy to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
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<page arvcontinue="20160113173537|91">
  <title>DC2009:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>46</id>
  <revision>
    <id>91</id>
    <parentid>90</parentid>
    <timestamp>2016-01-13T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="3901" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
•	Database of publications, membership sign-up, email listservs
•	Proposal is inflated
•	Stay away from Free Range, Citi has reasonable rates
•	$100/hr is average rate. Excellent support for Drupal, Joomla, Wordpress projects
•	NEVER work with an independent consultant on a webproject, go with a house 
•	Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
•	Wordpress sites between $5,000 and $10,000
•	Different data sets increase costs to up to $20,000
•	No justification for any more costs
•	Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
•	Current developer is $14,000 for a wordpress site, but has complexity
•	Merchant account costs around $1,000
Erik-$2,000 for wordpress microsite
•	Custom php website, development $18,000 and front-end separate costs because it was being done in-house
•	Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
•	Possibly over $90,000 for original design and development five years ago
o	Five years ago Drupal, Joomla, WordPress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
•	Drupal as a major commitment 
•	Drupal and Joomla have wordpress import methods
Website maintenance costs
•	$100/hr can translate to a monthly rate, plus hosting costs
•	With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
•	Customizations and upgrades only effect the code of CMS
•	PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
•	Website costing split between three phases: 
o	1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already; 
o	2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
•	If quote is over $10,000 get a second or third quote!
•	Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
•	Conversations should happen with new consultant:
o	1. What happens when we out-grow our current system?
o	2.  What happens when you are no longer our optimal web provider?
o	Ask a lot of questions!
Hosts:
•	Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
o	Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
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<page arvcontinue="20160113173537|91">
  <title>DC2009:Writing an RFP for a web project</title>
  <ns>0</ns>
  <id>47</id>
  <revision>
    <id>93</id>
    <parentid>92</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="476" xml:space="preserve">=== Description ===

Creating an RFP (Request for Proposal) is a challenging process. RFP authors have the thankless balancing task of including all necessary requirements, while making sure the document is not off-puttingly large and unwieldy. This session will look at what makes a good RFP for a web project, and what it takes to get there. Participants should bring their own RFP questions and experiences to share.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173537|91">
  <title>Designing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>48</id>
  <revision>
    <id>95</id>
    <parentid>94</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="370" xml:space="preserve">=== Description ===

Any nonprofit that has published a web site understands the frustrating nature of the process. This session will consider how best to take on the task of casting organizational identity on the web while also serving target audiences and delivering value to web visitors accordingly.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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<page arvcontinue="20160113173537|91">
  <title>Evaluation in PM</title>
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    <id>97</id>
    <parentid>96</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
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    <text bytes="3841" xml:space="preserve">Evaluation and Project MGMT Pain

===Why we're here===
# Determining ''how'' to know confirm that sinking feeling that the project isn't going well 
# What do do with evaluation results to determine
# Constructive ways of salvaging
# To talk about structured evaluations - documentation, etc.

Projects ''should'' have time for evaluation built into the budget.

Ongoing evaluation leads to ongoing improvement

=Evaluation Strategies=
* Build it into the budget
* Educate a project team up front - make them evaluation friendly
** Team members should be comfortable with having outcomes evaluated
** Goals that follow [http://en.wikipedia.org/wiki/SMART_(project_management) SMART] - Realistic, Time-Based
* At the beginning determine ''what will make the project a success''
* Treat each phase as a separate project
* At the end of each phase, evaluate to determine if goals have been met
* Have a ''weekly'', ''regular'' meeting of the core group
* Close every meeting with a round-the-table reaction and ''documenting'' those feelings
** One participant mentions how his team closes every meeting with a "good though" from each member
* Be wary of one person being able to skew evaluations and projects
* Set up evaluation metrics and structure
* Be aware of different evaluation needs? Is an outside party going to evaluate this as well?
* Layout the evaluation plan (like a grant) with a logic model of Goals, Inputs and Outputs
* Move towards having a structured evaluation along the way
** document check-ins
** look at website statistics at each phase

=Structures and Methods=
* Make sure that you check any changes against the initial set of requirements and agreements

==Risks==
* Track lists of risks
* Brain-storm risks - participants not allowed to stop until they get silly
* Keep people aware that there can be positive risks and negative risks
* Determine the low-medium-high probability of risks
* Determine strategies for risks (mitigate/tolerable)
* If this is done well, then it can be reported 

=How to Get Buy-In on Evaluation Time=
* 15 minute stand-up meetings
* Off the top evaluation in the budget
* Work with a project-friendly organization :)
* Luck

=Client/Vendor Difficulties=
* Vendors and Clients should be open and ''talk about how communication'' itself is going.
** Clients want to know if they're difficult to deal with
** Clients want vendors to tell them what they need and to keep them informed
* Making sure that the client know that their inputs are understood
* Vendors may be fearful of disappointing the client - this needs to be overcome
* Be ''up front'' and clear about building a '''relationship''' between client and vendor - set the tone and maintain it
* Transparency
* ''''Evaluate'''' the relationship

=J's Project=

For the five that hadn't heard:
J came into a job as the chief writer and editor for the "rebuild of a an 8 or 9 year old website".  On the second day they showed screen shots of the new website and it was horrible.

J set up a meeting with a vendor. There was minimal, esoteric documentation. The decisions on features and changes that the vendor had made were signed off on by a passive project manager.

J had an outside tech evaluation of the site and found that the vendor had been fleecing them - hosted solution, custom CMS.

J is now asking them for a itemized list to determine what was obtained for their money.

Vendor sent them an email in October saying Pay us. Then in November said "Pay us or we'll unplug you."

Vendor refuses to provide files/MySQL tables because it's a custom CMS.

=Group Advice=
* This is a failed contract - J is now having all contracts reviewed by counsel
* Leverage the contract to ''get your data''
* People have to heal and be heard ''and'' J is in a good position because she isn't to blame for any of the projects faults</text>
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<page arvcontinue="20160113173537|91">
  <title>Event Agenda</title>
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    <text bytes="4355" xml:space="preserve">This is the current agenda for MNTP-DC, taking place 8-9 February, 2010. 

Sessions listed below are subject to change, but we'll make sure to cover any topics participants want covered. Some sessions may be offered more than once where participant interest dictates. The agenda will be collaboratively evolved by participants in the time leading up to and during the gathering.

Have ideas for what we should discuss at the event? Put them on the '''[[Session Ideas]]''' page, and we'll weave them in!

Sessions will be led by a fantastic set of '''[[Event Facilitators]]''', and we invite all participants to consider facilitating sessions as well.

=== Monday, 8 February 2010 -- MNTP DC 2010, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[Opening Discussions - Project Management Principles]]

* [[PM Principles - Introduction to Project Management]]
* [[PM Principles - Web Site Essentials]]
* [[PM Principles - Software and Database Development]]

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda. Participants will encouraged to add topics they specifically want to focus on.
* [[Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' Afternoon Sessions 1

* [[Implementation Projects:  Realizing a return on your investment]] '''**Newly Added Session**'''
* [[So You’ve Been Drafted – the Accidental Technology Project Manager]] 
* [[Writing an RFP for a web project]]
* [[Online Collaboration Tools]]: Communicating with the Project Team and Tracking your project milestones and deliverables
* [[Managing 3rd-party software implementations]]
* [[Managing technology volunteers]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 2

* [[Managing Risks Before the Implementation Begins]] '''**Newly Added Session**'''
* [[Managing Nonprofit Software Development Projects]]
* [[Web Site Redesign: How to do it Right]]
* [[Managing demands from internal stakeholders]]
* [[Managing Drupal Web Projects]]
* [[Managing Multi-organizational Projects: What Works Best?]] '''**Newly Added Session**'''
* [[Selling the Benefits of Project Management]] '''**Newly Added Session**'''

'''16:30''' Closing Circle

'''17:00''' Happy Hour
* Location To Be Announced

=== Tuesday, 9 February 2010 -- MNTP DC 2010, Day 2 ===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[Project Management Peer Assists]]

'''10:45''' Break

'''11:15''' Morning Sessions 2

* [[Managing Salesforce.com Implemenations]] '''**Newly Added Session**'''
* [[Solution Architecting:  What to do when the solution isn't obvious]] '''**Newly Added Session**'''
* [[Managing Expectations: Avoiding surprises halfway through your project]]
* [[What Should a Web Site Cost?]]
* [[Client Perspective on Software Development Projects]]
* [[The convergence of architecture and content]]
* [[Managing the Development of Customized Joomla! Websites]]
* [[Leveraging Technology:  How to merge nonprofit culture with cutting-edge data solutions]] '''**Newly Added Session**'''

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:00''' [[Tool Mapping]]

'''13:30''' [[Software Bazaar]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 
* [[Managing Consultants and Dealing with Vendors]]
* [[Methods in Selecting Software]]
* [[The Politics of Project Management]]
* [[Project Failures: Identifying and Mitigating Potentials Risks]]
* [[Agile Ways to Develop Joomla! Extensions]]
* [[Managing Database Projects]]

'''16:30''' Closing Circle - Take Aways

* [[Brainstorm]]

== Other Session Candidates ==

The following sessions have been offered at past MNTP events, and will be added to the agenda as interest and facilitator availability dictate. Feel free to add your ideas!

* Assessing and Redesigning Web Sites
* The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When
* User Testing
* Managing Custom Database Projects
* The Art and Science of Defining Scope
* Product Management for Nonprofit Software
* Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself
* Implementing an Existing Database Software or Service
* Migrating to Salesforce.com: One Organization's Story</text>
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<page arvcontinue="20160113173537|91">
  <title>Event Agenda Guidelines</title>
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    <text bytes="1851" xml:space="preserve">The following are some general comments about how we'll run the agenda at MNTP:

* Our goal is to get each participant the answers and the understanding they need in order to be better technology project managers. The ultimate goal of the event is to strengthen a community of practice among nonprofit technology project managers, and engender collaboration and dialog that sustain long after 11 January. 
* The agenda is malleable. Sessions may be moved around to accommodate requests by both participants and facilitators, and...
* We'll use part of the first morning to let participants discuss the agenda, and request additional sessions to be offered. 
* Sessions are designed to be highly interactive. You won't see any panels or keynotes at MNTP, and presentations will be short and intended to spur discussion. Facilitators understand that their primary goal is to enable learning, address questions, and support peer sharing. Bring your questions, and your knowledge to share!
* We'll use the wiki at the event to capture notes from each session. We welcome your contributions to the wiki. (if you aren't familiar with wiki's, please see http://en.wikipedia.org/wiki/Wiki) 
* Use of laptops and cellphones during sessions is strongly discouraged: we encourage all participants to be fully present in sessions and discussions, rather than multi-tasking on email etc. We invite participants to use the morning and afternoon breaks, as well as the lunch hour, to check in with external realities.
* We also discourage "drop-in" participation for 1 or several sessions; the event format is highly collaborative, and full participation by all is a key to successful event outcomes.
* If there is a session or discussion you would like to facilitate, feel free to be in touch with me or the other organizers, we'd love to hear what you're thinking.</text>
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  <title>Event Facilitators</title>
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    <text bytes="1318" xml:space="preserve">The following facilitators will lead discussions and share their experiences and perspectives from both the nonprofit and consultant sides of technology project management.

* [http://www.linkedin.com/in/adamrasmussen Adam Rasmussen], President at UX Interactive	
* [http://aspirationtech.org/about/people Allen Gunn], Executive Director, [http://aspirationtech.org/ Aspiration]
* [http://floatleft.org/about Courtney Miller], Developer, [http://floatleft.org FloatLeft]
* [http://www.citidc.com/detail/person.cfm?person_id=160 Katherine Mowers], [http://citidc.com CITI] Senior Project Manager
* [http://openflows.com/openflows/people Mark Libkuman] open source project developer at [http://openflows.com Open Flows]
* [http://www.followthemoney.org/Institute/team.phtml Mike Krejci], Director of Technology and Web Development, [http://www.followthemoney.org National Institute on Money in State Politics]
* [http://www.aucd.org/template/person.cfm?person_id=368&amp;parent=13 Oksana Klimova], Director of Web Services, AUCD
* [http://www.picnet.net/ourteam/picnetters/ Ryan Ozimek], CEO at [http://picnet.net PICnet]
* Roberta Rosenberg, [http://www.mgpdirect.com/ MGP Direct]
* [http://www.citidc.com/detail/person.cfm?person_id=209 Scott Williams], [http://citidc.com CITI] Director of Development and Online Strategy</text>
    <sha1>ecb04f2fc364e85f98d7585b4c3683f97ddbf921</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Event Logistics</title>
  <ns>0</ns>
  <id>53</id>
  <revision>
    <id>105</id>
    <parentid>104</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3390" xml:space="preserve">Below are some important updates, please let us know if you have any questions!

# Venue -- Address, Map and Directions
# Daily Schedule (9:00 am sharp start time, registration opens at 8:30 am)
# Participant List (opt-out information)
# Display Tables and Materials
# Payment for MNTP
# MNTP Agenda
# Post-MNTP Socializing
# Accommodations and Transit
# Contact Info for Questions

'''1. Venue''': Managing Nonprofit Technology Projects will take place at:

Thurgood Marshall Center
1816 12th Street, NW
Washington, DC 20009

Map/Directions Link: http://tinyurl.com/6muvkj

Our on-site contact phone numbers will be 415.216.7252 (gunner).

'''2. Daily Schedule''':  Our morning plenary will start promptly at 9:00 AM.

Registration, continental breakfast/coffee, and socializing will start at 8:30 AM

Please arrive promptly and be ready to start at 9!

Sessions will run until 5:00 PM each day. Lunch will be served on both days at 12:30 PM.

'''3. Participant List''':  We would like to provide you with a list of everyone attending Managing Nonprofit Technology Projects. We know this will be an excellent way for you to keep track of the many wonderful people you'll meet, but we also want to respect everyone's privacy preferences.  

If you prefer that we do NOT disclose your basic contact information (name, organization/affiliation, URL and email address only), please let us know at info@aspirationtech.org. We will announce this again at the event, and will not distribute the contact list until the week after the gathering.

'''4. Display Table for Materials''': We will have some space available for you to display any materials, organizational flyers, or literature for projects you are involved in.

PLEASE PLAN to take home undistributed materials at the end of the event!

'''5.  Payment for Managing Nonprofit Technology Projects''': If you have not officially '''[https://salsa.democracyinaction.org/o/300/event/checkOut.jsp?event_KEY=51455 registered]''', submitted payment, or made other arrangements to cover your registration, please do so now.  Because registration is very likely to sell out, we will be unable to accommodate walk-ins without registration.  If you have not submitted payment, please bring your check to us at the event or pay online. We appreciate your cooperation and thank you!

'''6.  Final agenda''': We are making last confirmations for the event agenda and are coordinating with all of you who have so generously offered to share your knowledge and expertise as facilitators.  We will send a separate email regarding details of the agenda and invite your feedback and additions.

'''7. Post-Event Socializing''':  On Monday evening, we'll adjourn for drinks immediately after we close at 5pm. We are confirming our reservation with a pub near the venue, and will give you details at the event.

'''8. Accommodations and Transit''': Basic links and information on some accommodation options are available at 

http://www.aspirationtech.org/events/mntp-dc/accommodations

Participants can use the Metro to get to the Thurgood Marshall Center by taking the Green or Yellow lines to the U Street/African-Amer Civil War Memorial/Cardozo stop.

'''9. Contact info:  If you have any questions in the meantime, please do not hesitate to be in touch. We can be reached at 415.839.6456 (Mike), 415.216.7252 (gunner), or email info@aspirationtech.org.</text>
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</page>
<page arvcontinue="20160113173537|91">
  <title>Final announcements</title>
  <ns>0</ns>
  <id>54</id>
  <revision>
    <id>107</id>
    <parentid>106</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="681" xml:space="preserve">* Participants list will be distributed, you can opt out in advance.  
* Guidelines for using email list.
* Wiki will be kept up to date. Articles will come out of this information. If you have interest in helping writing these articles, let us know. 
* We strongly encourage you to join the mailing list. Post project management challenges you are facing, and let the group give you ideas.
* If you blogged about the event, forward the link to us.  Use the tags for pictures in flickr, del.icio.us etc. mntp, aspiration, aspirationtech, idealware
* Tom and Jerry's. 288 Elizabeth Street. Drinks!  Take the 6 from Park to downtown, 4th stop.  Google map:  http://tinyurl.com/347489</text>
    <sha1>67ab3049456a417c2133aa1f933ae43eb224d5be</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Future of the MNTP Wiki</title>
  <ns>0</ns>
  <id>55</id>
  <revision>
    <id>109</id>
    <parentid>108</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="718" xml:space="preserve">As MNTP moves from a single event to a program, this wiki has the potential to store a great deal of knowledge about managing nonprofit technology.

We invite all interested parties to share their thoughts on topic areas which would be most useful to build out as resources for the larger Nonprofit Technology Project Management community.

And for existing resources in this arena (of which there are plenty!), please add them to [[Nonprofit Technology Project Management Resources]]

=== Focus Areas ===

* Web site development best practices
** Project specification
** Site development
** Vendor selection and partner management
** Testing and acceptance
** training and Maintenance

* Add another focus area here!</text>
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  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Getting Started</title>
  <ns>0</ns>
  <id>56</id>
  <revision>
    <id>111</id>
    <parentid>110</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="704" xml:space="preserve">If you've never worked with a wiki before, learn all about the concept on [http://en.wikipedia.org/wiki/Wiki Wikipedia].

This wiki is running the same MediaWiki software that powers Wikipedia.org, and the following are documentation links.

== Tips for using MediaWiki ==

This wiki is running MediaWiki software.

Consult the [http://meta.wikimedia.org/wiki/Help:Contents User's Guide] for information on using the wiki software.

== Getting started ==

* [http://www.mediawiki.org/wiki/Manual:Configuration_settings Configuration settings list]
* [http://www.mediawiki.org/wiki/Manual:FAQ MediaWiki FAQ]
* [http://lists.wikimedia.org/mailman/listinfo/mediawiki-announce MediaWiki release mailing list]</text>
    <sha1>109e23c8158bcf67218891a166d5d5295a6de11d</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Horrific Tales of Miserable Project Management Failure</title>
  <ns>0</ns>
  <id>57</id>
  <revision>
    <id>113</id>
    <parentid>112</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
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    <text bytes="339" xml:space="preserve">=== Description ===

Nothing is more instructive than the mistakes of others. Participants will be invited to swap stories and cautionary tales of the many speed bumps, pot holes, and multi-vehicles pile-ups on the road to project management success.

=== Session Notes ===

This session merged with [[Evaluation in PM]].  See notes there.</text>
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</page>
<page arvcontinue="20160113173537|91">
  <title>Implementation Projects: Realizing a return on your investment</title>
  <ns>0</ns>
  <id>59</id>
  <revision>
    <id>117</id>
    <parentid>116</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="435" xml:space="preserve">=== Description ===

Facilitated by: Dan Shenk-Evans and Katherine Mowers, Community IT Innovators
You are investing a lot of money to upgrade or implement your system, so what are the best ways to get a return on investment? We'll discuss ways to manage a 3rd party software implementation so that 6 months after go-live your organization is still thinking it was a great idea.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>60</id>
  <revision>
    <id>119</id>
    <parentid>118</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6474" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a specialty in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

====
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
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</page>
<page arvcontinue="20160113173537|91">
  <title>Interactive Agenda Clustering</title>
  <ns>0</ns>
  <id>61</id>
  <revision>
    <id>121</id>
    <parentid>120</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="252" xml:space="preserve">=== Description ===

In this interactive exercise, participants will brainstorm topics they'd like to add to the agenda, and group those ideas into related clusters. Event organizers will try to build the most-requested ideas into facilitated sessions.</text>
    <sha1>39be9227e13a0b00586696dcb71f46ed4a2508bd</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Interactive Software Mapping Exercise</title>
  <ns>0</ns>
  <id>62</id>
  <revision>
    <id>123</id>
    <parentid>122</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="432" xml:space="preserve">Together, we'll kick off a software mapping process!  We'll encourage everyone to contribute the names of any software packages they're using in the project management process to a "Wall of Software".  With everyone's help in arranging and making sense of the results, we'll form a map of the software that currently in use.

There's a provisional SSC toolbox with most of the tools:  http://socialsourcecommons.org/toolkit/show/848</text>
    <sha1>40c096ba57ea5bc0a3b5234f8e1fb852ea3eb793</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Leveraging Technology: How to merge nonprofit culture with cutting-edge data solutions</title>
  <ns>0</ns>
  <id>63</id>
  <revision>
    <id>125</id>
    <parentid>124</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="771" xml:space="preserve">'''Facilitated by Maya Krishnan, Technology Specialist, Horton's Kids'''

=== Description ===

If nonprofits have so much to gain from improved IT, why are many of them still using outdated methods?  This session shares the experiences of Horton’s Kids, a nonprofit that has recently redefined its relationship with technology by extensively customizing a Salesforce database to reflect its mission and culture.  Horton’s Kids has found that even the most technically advanced data management system can fail if it does not reflect the nonprofit’s mindset and structure.  A representative from Horton’s Kids will provide advice for nonprofits struggling to improve their data management through technology.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Looking for demos</title>
  <ns>0</ns>
  <id>64</id>
  <revision>
    <id>127</id>
    <parentid>126</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="150" xml:space="preserve">Laura is looking for people who can demo:

* MindMap
* Activecollab
* sharepoint
* Visio
* google docs
* google calendar
* non-boring part of basecamp</text>
    <sha1>60a41c95a970766a22dd06cbb0ca89e15214c4e2</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Main Page</title>
  <ns>0</ns>
  <id>1</id>
  <revision>
    <id>129</id>
    <parentid>1</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="592" xml:space="preserve">&lt;strong&gt;MediaWiki has been successfully installed.&lt;/strong&gt;

Consult the [//meta.wikimedia.org/wiki/Help:Contents User's Guide] for information on using the wiki software.

== Getting started ==
* [//www.mediawiki.org/wiki/Special:MyLanguage/Manual:Configuration_settings Configuration settings list]
* [//www.mediawiki.org/wiki/Special:MyLanguage/Manual:FAQ MediaWiki FAQ]
* [https://lists.wikimedia.org/mailman/listinfo/mediawiki-announce MediaWiki release mailing list]
* [//www.mediawiki.org/wiki/Special:MyLanguage/Localisation#Translation_resources Localise MediaWiki for your language]</text>
    <sha1>8e0aa2f2a7829587801db67d0424d9b447e09867</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing 3rd-party software implementations</title>
  <ns>0</ns>
  <id>65</id>
  <revision>
    <id>131</id>
    <parentid>130</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="728" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>35e43b591a3447ac18e2e036d0b0a2357faa2208</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>66</id>
  <revision>
    <id>133</id>
    <parentid>132</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="260" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>ca476fb3e4462c21859e0f8cbcdc6c95201a0206</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Cross-Departmental Technical Projects</title>
  <ns>0</ns>
  <id>67</id>
  <revision>
    <id>135</id>
    <parentid>134</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="77" xml:space="preserve">#REDIRECT [[Collaboration and Management in Cross-Departmental Web Projects]]</text>
    <sha1>46c06819240543b6cfc30dedc5134bb231559c32</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>68</id>
  <revision>
    <id>137</id>
    <parentid>136</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7315" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

Eric asks for a go around on what our database experiences have been.

Eric throws out a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. security is also often a huge concern because sensitive data.

eric asks us to tells some stories about security trouble.  Tanya tells us about an experience at moveon, like rate limiting access to data.  eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

tom suggest that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

Eric ask how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how relistic their estimates are.   Ian asks, how do we gauge for the unexpected, no one seems to know.

Melinda talks about the fact that people don't expect thing to be on time exactly.

Tanya talks about her hope that you will tell her rather than pertend since she might then decide to scrap that feature.

Tom suggest that prioritizing things is super important to that and being clear about whats possible.

Anna talks about her engineers want for good detailed descriptions.  

Eric talks about estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

Mark talks about good introduction planning and approaching scope as a good intro planning phase.  

Ian tells stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

Hanna talks about using the trade off, making sure that people know that features are often a trade off.  as well as identifing what is core functionality.

Eric suggests over delivery and under promise.  

Debbie suggests that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

Eric suggests a todo list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

Melinda says a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularily can be very hard because the testers are busy.

Eric talk about ways to model the idea as a test.  Ian says you are testing the person not the code.  

Tom talks about the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

Hanna talk about making them think through all the reports, making them think about what output or report they will want early on.  

Tanya suggests that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

Eric asks us about communication styles.

Bergan talks about doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

Hanna suggest a weekly email report of what people are doing.   Catherine talks about using instant messenger or basecamp to keep up really up to date in the moment.

Mike talks about using the application campfire.  

Eric talk about always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

Tom talks about the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

bergen suggest that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

Tanya asks what kinda language you would use to describe the project.   

Eric defines RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 


Tanya asks what is scope.  Tom answers that it is a very detailed description of the project. 

Anna talks about scope docs as being really detailed down to each page.

Mark talks about specs as being more about the actually technical requirements, what technical things need to happen. 

Eric talks about a spec as being rewritten by contractors and developer as a part of any process.

Tom says that scope is implementation path while spec is more a general itemized list of technical points.

Eric says know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

Anna, talks about training and documentation as being an important part of ending the project.

Eric suggest that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

Anna talk about how projects never really end because people can always think of something else they might want.

Tom talks about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

Eric asks us to talk about data migration challenges and ideas.

Folks talk about the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 

Eric talk about data cleanup and how it's a partnership to clean the data.

Anna asks folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.

Tanya suggests a contest to get staff to do tedious things, like giving away iphones for uploading data</text>
    <sha1>0b4038ed4c866b1cbc7bd11fdf80d4508a0c742a</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Database Projects</title>
  <ns>0</ns>
  <id>69</id>
  <revision>
    <id>139</id>
    <parentid>138</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="499" xml:space="preserve">== Description ==

Almost all software projects ultimately come down to the database design issue. But the discipline of database design is poorly understood and frequently disempowering for nonprofit staff who know what they need, but not how to request or specific it to database developers. This session will convey best practices for managing database projects, and address participant questions about specific challenges they are facing.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>c2c866045a92c8514ae904e6ab0cc8500badcc19</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Drupal Web Projects</title>
  <ns>0</ns>
  <id>70</id>
  <revision>
    <id>141</id>
    <parentid>140</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="299" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>f0bc6b8de9b68120052d863caff0c470e3b2e6bc</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Expectations: Avoiding surprises halfway through your project</title>
  <ns>0</ns>
  <id>71</id>
  <revision>
    <id>143</id>
    <parentid>142</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="445" xml:space="preserve">=== Description ===

Project managers usually have a least two central jobs: Job 1 is to deliver the project in an appropriate fashion, and Job 2 is to serve as PR person and universal ear to all all stakeholders. This session will address how to properly set, manage, and adjust expectations of the life of a project, and how to model for the unexpected when communicating project plans.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>3b14b5de99cf9ec5b1f6e6a765c4a3f6cd7d935f</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Multi-organizational Projects: What Works Best?</title>
  <ns>0</ns>
  <id>72</id>
  <revision>
    <id>145</id>
    <parentid>144</parentid>
    <timestamp>2016-01-13T17:35:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4863" xml:space="preserve">'''Facilitated by Mike Krejci, Director of Technology and Web Development, National Institute on Money in State Politics'''

=== Description ===

Managing projects within a single organizations can be a well-defined process, with project managers able to plan out a course and set tasks and goals. But how do you manage a project where you have no authority for a portion of it, as part of it relies on one more other organizations? When two organizations come together with their unique resources, to combine them into yet a third unique outcome, what are best practices for managing such a collaboration? Is it preferable to have two project managers, one for each organization, or should a single project manager be identified and given multi-organizational authority to set tasks and goals. Recently Mike had such a project and while it was completed, it was not as smooth a road to travel as it could have been. Mike will layout the basic foundations of this project, and outline some of the pitfalls we encountered, but the primary focus of the session will be to have an open discussion on what are the best methods to manage such a project, and what are any real world examples anyone has seen between two, or perhaps even more, organizations working together on a single project.

Managing Multi-organizational Projects: What Works Best?

I run the IT department for a non-profit organization called The National Institute on Money in State Politics (www.followthemoney.org).  In short, we collect the campaign finance donations given to candidates and committees on the state level for all 50 states and standardize and categorize the donations by industry.  There is another non-profit organization called The Center for Responsive Politics (www.opensecrets.org) that collects and standardizes the campaign finance information at the federal level.  Recently a funder financed a joint project of both our organizations, and that was to combined contributions at both the state and federal levels and identify the top 10,000 combined national donors.  The final results of this work can be found here http://www.followthemoney.org/database/top10000.phtml and here http://www.opensecrets.org/orgs/index_stfed.php

While the directive seemed a simple one, it is in fact a very labor intensive project.  We had to first make sure that our Company A is the same as their Company A.  This in itself is a difficult task as in many cases you are working with individuals that work for Company A, which is actually a subsidiary of Company B.  We then needed identify who the top donors were when adding both levels of data together.  It may be that one organization had a lot of money given on the federal side, but perhaps only one record on the state side.  It was small enough on the state side that the record never really researched or standardized, so those records then needed added man power, on both sides, to identify and add into the top contributors. A final product then had to be develop that was appropriate for each sides individual web site.  This, in a very summarized version, was the project at hand.

In laying this project out, a single project manager, or point person, was never created and each side had their own project managers to work with each other and with the other departments of each organization.  IT was not the only department involved as researchers and communications had to be involved.  We would have conference calls to discuss direction and identify tasks needing to be done, then each organization would go and work on their components, coming back together at scheduled intervals to determine progress and if new courses of actions were needed.  Of course this work, and in the end created a very useful and powerful tool on both web sites, but it was not as smooth a process as we believe it could have been.  There were a few cases of each side doing things different then the other was expecting, and even right at the start there was a misunderstanding of the project definition as a whole, causing both organizations to initially develop in separate directions, without realizing it.  This of course caused a few delays and a few points of frustration for all involved.

Not belaboring on the case project, the important question I would like to present here is how would you organize such projects?  Would you select a single point project manager on each organization and have only those project managers interface the project together?  Could one person have cross organizational authority for such a project?  How would your organization have handled this?  Have you ever had a single point cross organizational project manager, and if so, how was authority laid out?  These are the questions I would like to explore and hopefully, together, we can come out with a working set of solutions to go home with.</text>
    <sha1>34fd81b8aeab360a068e5717ad9600d3b4a96965</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>73</id>
  <revision>
    <id>147</id>
    <parentid>146</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="567" xml:space="preserve">=== Description ===

While a best practice for nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most nonprofits, and too often nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>e3a44cb71d087552e70fe8f2c662de35ad3b021a</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Online Campaigns</title>
  <ns>0</ns>
  <id>74</id>
  <revision>
    <id>149</id>
    <parentid>148</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="16" xml:space="preserve">Notetaker: David</text>
    <sha1>70bbf4736032705b13c75d4dc77ffd0360083696</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing Risks Before the Implementation Begins</title>
  <ns>0</ns>
  <id>75</id>
  <revision>
    <id>151</id>
    <parentid>150</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="347" xml:space="preserve">=== Description ===

Facilitated by: Rob Jackson and Doug Casler, Community IT Innovators

There's a whole lot to consider before you implement an information technology initiative. Come discuss some classic mistakes and some best practices fro identifying, mitigating, and managing risks. 

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>03c502329ddcf3f81358429ca7cf6cc9b3aa8a07</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing a large software implementation</title>
  <ns>0</ns>
  <id>76</id>
  <revision>
    <id>153</id>
    <parentid>152</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="307" xml:space="preserve">=== Description ===

There's "managing software development", and then there's "managing LARGE software development". This session will present learnings from large software projects, including project management, technology integration, and testing.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>0eeb2be396ee44c87f0858f36f5b819ad98c1cf9</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing demands from internal stakeholders</title>
  <ns>0</ns>
  <id>77</id>
  <revision>
    <id>155</id>
    <parentid>154</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="546" xml:space="preserve">=== Description ===

There are plenty of moving pieces in any nonprofit technology project. But often one of the most vexing challenges is properly managing the needs and wants of stakeholders within the organization for whom the project is being implemented. This session will cover best practices for engagement, gathering input, transparent project operation, creating alignment (and coping when it's not possible), and other aspects of setting expectations and managing communications.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>78efc4277f0d6a32589e7e839319d185214379a9</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing technology volunteers</title>
  <ns>0</ns>
  <id>78</id>
  <revision>
    <id>157</id>
    <parentid>156</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="893" xml:space="preserve">=== Description ===

Many are the nonprofits who have been approached by well-meaning technologists volunteering much-need services and skills, including web site programming and IT support. But all too often, those same organizations don't understand how to manage tech volunteers, and how to "right size" and propely specify volunteer tasks and projects. In addition, tech volunteers often fail to understand the unique and resource-constrained nature of nonprofit technology requirements, and make inappropriate recommendations and selections.

This session will enumerate best practices for engaging and managing technology volunteers, and will discuss how to get the most out of tech volunteers without overtaxing their good will. Participants will be encouraged to share their real-world volunteer challenges for group discussion.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>c993a253d372643262a61814219181a23cc87ec1</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Managing the Development of Customized Joomla! Websites</title>
  <ns>0</ns>
  <id>79</id>
  <revision>
    <id>159</id>
    <parentid>158</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="727" xml:space="preserve">== Description ==

Tim Forbes, the Director of Project Management at PICnet, will be speaking about successful project management techniques employed at his company in developing large and customized Joomla! websites.  His experience in writing requirements, managing client expectations, estimating work hours, testing, and quality assurance to develop unique extensions (such as Version Control and ACL) for large organizations such as the American Society for Microbiology and American Academy of Physician Assistants is invaluable.  During the last three years, Tim and his team has helped PICnet become one of the most dynamic companies in the non-profit community.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>5b9d5e849764b61c21dcc1588a1d5d0be1c9d415</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Mapping Communication Tools to Tasks</title>
  <ns>0</ns>
  <id>80</id>
  <revision>
    <id>161</id>
    <parentid>160</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="383" xml:space="preserve">=== Description ===

There are a range of ways to collaborate with partners and stakeholders in any project. But which tools work best for which types of collaboration? This session will sort out appropriate times to employ email, instant messaging and chat, wikis, phone calls, file sharing, forums and other tools.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
    <sha1>d1f668841e4208ba1c30de5c2566aecd5e2586bf</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Matrix of Collaboration Challenges and Solutions</title>
  <ns>0</ns>
  <id>81</id>
  <revision>
    <id>163</id>
    <parentid>162</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="52" xml:space="preserve">#REDIRECT [[Collaboration Challenges and Solutions]]</text>
    <sha1>bb98c6491d2eca214903a0594b1852850c27adb3</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Methods in Selecting Software</title>
  <ns>0</ns>
  <id>82</id>
  <revision>
    <id>165</id>
    <parentid>164</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="321" xml:space="preserve">=== Description ===

How do you balance the need to pick great software with the need to not spend a year full time doing it?  This session will address processes and methods that can help in picking the right tools, with a focus on specific participant questions.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>20ff631c8a260bfbc29860bbf4269e61335467e2</sha1>
  </revision>
</page>
<page arvcontinue="20160113173537|91">
  <title>Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>83</id>
  <revision>
    <id>167</id>
    <parentid>166</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9346" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in diff countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar w/ platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in salesforce primarily bc it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at salesforce. Compare and contrast. Goals, what gone thru. 

Not worked w/ salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using salesforce. Community of NGOs using salesforce. Sustainable. 
11-	Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, camaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailmerge. 
Browser based. 
Activity history. Log a call, mailmerge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in salesforce. You can generate from salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for salesforce. 

Admin people entering data. Don’t recommend starting salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AHAs
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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<page arvcontinue="20160113173537|91">
  <title>Navigating Internal Relationships</title>
  <ns>0</ns>
  <id>84</id>
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    <id>169</id>
    <parentid>168</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="237" xml:space="preserve">Projects often live and die by will of a small group of staff members.  We'll talk about the ways to identify the people that will be most critical to the success of a project, and how to form the relationships that will help it succeed.</text>
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<page arvcontinue="20160113173537|91">
  <title>Navigating internal politics and relationships</title>
  <ns>0</ns>
  <id>85</id>
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    <id>171</id>
    <parentid>170</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="3853" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt;In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;A-ha's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
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<page arvcontinue="20160113173537|91">
  <title>NewYork2008:Afternoon 1 report backs</title>
  <ns>0</ns>
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    <id>173</id>
    <parentid>172</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
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      <username>Miriam</username>
      <id>2</id>
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    <text bytes="1139" xml:space="preserve">Managing remote teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don+t necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web assessment and redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs. coolness

* Trying to retain control of your technical destiny with open source platforms

Web redesigns part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
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<page arvcontinue="20160113173537|91">
  <title>NewYork2008:Afternoon 2 report backs</title>
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    <id>175</id>
    <parentid>174</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="1221" xml:space="preserve">Report backs

Founder and consultant relationship management

* Good communication with founder, single point of contact
* aligning core competencies of provider and organization
* contracts to reflect requirements

Scope

* Methods you can use to write out your scope and requirements
* Ways to get there, user needs, getting people involved in creating requirements, allocate time to scope

Cross departmental PM

* Basic definition of PM should be expanded to include an informal toolkit, a better define vocabulary of all the soft tools that PMs use to keep the project moving. Everything as real as email, to much softer teams as team building tools, to understand organizational culture, how to follow up with people, sharing ownership of the project, grounding the project in mission conversations, all these mechanisms should be written into the PM bible to give people a vocabulary.

User testing

* Simple plain language user stories beginning with "An user can". Write in plain language
* Tools to see what people are doing online, you can test your users live.
* Low tech usability test, mock up web-pages and hand the printout to a user, circle or colour a button, get a reaction from the layout of the page.</text>
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<page arvcontinue="20160113173537|91">
  <title>NewYork2008:Agile Project Management</title>
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    <id>177</id>
    <parentid>176</parentid>
    <timestamp>2016-01-13T17:35:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="4062" xml:space="preserve">=== Description ===

What's the difference between project management methodology and software development methodology? What's the difference between (so-called) "traditional" project management and agile project management? When the Agilists today talk about traditional project management, don't they really mean ''bad'' project management? Can traditional project management be good (and if it is, it is agile)?

In this session we will: 

* Talk about the difference and overlaps between project management methodology and software development methodology
* Talk about some of the perceived and some of the very real differences between traditional and agile project management 
* Share experiences using agile methods to manage software development projects

=== Session Notes ===
Agile Project Management

Defining terms: Agile vs. Traditional (Waterfall)
Read the “Agile Manifesto” – the defining document written by software developers.

Some qualities of an Agile method:
* Agile does not mean early launch. 
* More about simplifying the process, evaluating as you go.
* No large document/budget to sign off on at the start. 
* Requirements are modified as you go.
* Decisions are made on an ongoing basis
* Stories (as a unit of measurement) rather than requirements. Stories reconnect the client with the overarching goals.
* Certain amount of stories per iteration (phase).
* Bill by time/materials.
* After iteration, reevaluate priorities and move to the next specification/iteration (collection of stories).

Books:
* Agile Software Development
* Managing Agile Projects, by Sanjiv Augustine
* Agile Project Management Using Scrum

Discussion of SCRUM (one way to use Agile): 
Teams of developers who come together every day to ask, “What did we do yesterday, what will we do today, and what stands in our way?” Plan “sprints” (iteration) of thirty days. Assign “points” to each story – more points for more work – and decide how many points can be finished. Large stories are called “epics” and are divided into smaller stories. Deliver and test at the end of each iteration. Client representative is involved in the process so they can give immediate feedback. Revisit priorities. Decide on next sprint.

Concerns about Agile:
* How do you deal with budget? Yes, this method is problematic with a fixed price. But you can still do an overarching document at the start so you can track money – put it on a wiki and revisit it often. Can be revised, not written in stone, but still important to have a general sense of how much money is left. Lessens chance of “scope creep” or going overbudget – constant reevaulation.
* How do you manage client anxiety? They do need to trust you.
* Client has to be more involved. Gather stories, be available for questions from developers.
* What about documentation? It is still important, but everything is not specified to the letter.

Two members described their experience working on traditional project, working in a general agile style, and using the scrum method.

Discussion of Extreme Programming (another way to use Agile):
* Team up developers so one is coding and the other is testing, helping, etc.
* Doesn’t cost more, can save money.

Sometimes when people refer to traditional/waterfall methods, they really mean “bad” traditional method. There can actually be a middle ground. More about changing the terminology and expectations. More about delivering value.

Importance of “soft skills” when using this method. Need to be positive, encouraging. Lots of face time, etc. 


AHA’s
* PM vs Software development – they are very different.
* There are less differences than you might think before the traditional and agile methods. Can still do work breakdown process and have a budget. More about a different way to look at the same thing. Focus on process and value. Connect back to intangible goals/mission.
* Simply doing things in chunks is a revelation.
* Things can be changed later!
* Really just admitting that you can never control scope.</text>
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<page arvcontinue="20160113173537|91">
  <title>NewYork2008:Assessing and Redesigning Web Sites</title>
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      <username>Miriam</username>
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    <text bytes="11671" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AHA’s! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org’s see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
	if they have a point of PAIN, they will come to site
	if they have a PASSION about your issue, they will come to site 
2 f’s
	if they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
	if they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA
How can we get qualitative data from users 
GUNNER:
call people about your website
do you use page x (most popular page)
why do you use it
what else would you like to see on it
what else do you look at that is similar

check out clickthrough’s on enewsletters
look at it over time 
look at phrasing 
look at content/subject matter
tells you what people respond to in messaging and in your work
NORMAN:
Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
Check out 404’s - tells you waht links aren’t work AND what people WANT to look at
MANAGE your info account, be sure that someone is able to respond - it’s 
“DEVELOPING PASSIONATE USERS” - Kathy Sierra
people like to be loved, to be listened to, keep talking to the people and cultivate the people who 
Stay close with advisors, get their feedback on new things

JED
Acknowledge users, 
fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users
e.g., Zagat’s initial site, reaching out to specific needs via their search
Know who your users are - how many people are using it to different things (donors, knowledge seekers etc)
Purpose driven vs Curious users
Purpose-driven will come see it regardless 
Curious user who has heard about your issue or your org and is curious
needs navigational guidance, your opportunity to cultivate someone new
They need more help

GUNNER:
you can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
we want to use the web to increase our donor base
what makes the passionate people not just look but also donate

JED
Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER
call everyone on the phone that has donated on line and thank them
be sure to respect their privacy preferences
find ways to ask them why they decided to give you money
Software to analyze click-throughs - traffic analysis
Clicktrax
A software that reads clicks with heat visual 
AWstats doesn’t really understand paths
Other softwares analyze paths

You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
should try to build different kinds of user experience for different users
we’d be silly to think that you can talk to everyon the same way

Gunner:
$ a month pitch - start at  a $ a month, then ramp them up

JED
ASPCA did it and made 1/2million quickly

GUNNER:
build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:

Emotion to get people to donate

HEather
webpages for different audiences as a possibility
it’s a huge amount of work, to create content, manage site so we haven’t done it

STEVEN
if we have opportunities to do them, it woudl be great but will add to cost of site
make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
pitch to people who have already donated once, they should be on a newsletter
email is cheaper and effective for gathering donations

re: analytics look at how long they stay on a page, if a huge number of people come from google etc and they only stay a short time, then they aren’t finding hte info they need


TALLY:
Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
Will talk more tomorrow morning, but here is basics:
Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla, Plone)

JED:
Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
IF you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong bc it’s easily taken over

JULIA:
Go out and ask them - how do we do it?
Send emails about different points of web design project to get their feedback

GUNENR:
and be sure to send them love - build mediated trust relationships
map people’s contributions into outcomes - they will appreciate it.

JULIA:
But you solicit input but at some point you decide not to take some input

GUNNER:
Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
Be sure that you know who you’re sending it to as well - dont’ dismiss feedback from board member of spouse, for example! 

GUNNEr:
Be sure to get people that are passionate and on your side


JULIA:
Balance between listening and making decisions 

BILLY:

Creating customer evangelists (book) - i’ve learned from buidling little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:

We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?


GUNNER:
“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
THink of site in 2 ways - storefront - change the look
set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
You may alienate people by doing redesign 

STEVEN:
Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
Decoupling your feedback for design VS. for content
get feedback on content FIRST then design
Give text only website to check out content and architecture - validate your site not your designer.
ONce that works move to design phase

JULIA:

The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.


JULIA:
Can we talk more over the next few days about data tools? 

GUNNER:
Colin as a resource. I try not to 

JED:
You’ll need someone to ask the right questions and help you interpret it.

JULIA:
What data can i get? What will the data tell me?
STEVEN:
Google analytics - free, ask someone to help you go over stats with you
GUNNER:
be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Procceess, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to memebers of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, pratical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clealy in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redisigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
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  <title>NewYork2008:Brainstorm</title>
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      <username>Miriam</username>
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    <text bytes="1259" xml:space="preserve">*Reopen the wiki on a month or two to follow up on stories that were put into practice
*Reconvene at other venues, cities, major gatherings
*Web conferencing software for online demos of tools

*Virtual meetings in second life
*Establish a series of trainngs, not see this as a meeting but establish a fellows programs
*Establish a mentoring program to connect persons with different experiences to help diff

*Lists of people who attended, photos, services that they need, competencies, services that they provide
*Mailing list opt out instead of opt in
*Face to face informal meetings, use meetup tools, check in with other people in between larger meetings

*Online project management puzzler of the week
*Regional meetup

*Community bulletin board, 1 thread about use of specific  technology. 
*501 project managers club. 
*On the existing wiki, add topic based spaces, so conversations that can be useful after the event can be transfered as topics
*Facilitate quaterly regional meetings as capacity buildings

*Mentorship program
*Online forum where people can post problems and get responses
*Grant money to take this on the road, smaller organizations can attend
*More documentation, more training, more resources that perhaps we can post to the wiki.</text>
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<page arvcontinue="20160113173537|91">
  <title>NewYork2008:Challenges of remote collaboration</title>
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    <text bytes="2936" xml:space="preserve">Challenges of remote collaboration:

* timezone
* lack of casual conversations
* no face-to-face leads to lack of "getting to *know* people"
* language barriers
* travel for requisite f2f meetings can be troublesome
* communications are made slow and difficult which CAN lead to slower decision making
* management (productivity, "nagging," checking up on staff)
* tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

specific problems with video - uncomfortable.

related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

communications-styles are really the driving force here...

management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

*trust* is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, what are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online
**</text>
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  <title>NewYork2008:Collaboration and Management in Cross-Departmental Web Projects</title>
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    <contributor>
      <username>Miriam</username>
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    <text bytes="8006" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 yrs in Further Education, 8 yrs consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buyin up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buyin. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no toolkit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal toolkit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
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  <title>NewYork2008:Collaborative Tools</title>
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    <text bytes="4144" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*conference Calls
*Emails
*googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--lenght of collaboration--amount of planning
*compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*# of people on your team

Discussion
Wikis&lt;br&gt;
pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
cons:  not as easy to understand, better for tech savvy, dfficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
pros:  simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
cons: individualnot group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
pros:  flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
cons:  user adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
more:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  one question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
cons:  bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
more:  good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
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  <title>NewYork2008:Evaluation in PM</title>
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    <text bytes="3841" xml:space="preserve">Evaluation and Project MGMT Pain

===Why we're here===
# Determining ''how'' to know confirm that sinking feeling that the project isn't going well 
# What do do with evaluation results to determine
# Constructive ways of salvaging
# To talk about structured evaluations - documentation, etc.

Projects ''should'' have time for evaluation built into the budget.

Ongoing evaluation leads to ongoing improvement

=Evaluation Strategies=
* Build it into the budget
* Educate a project team up front - make them evaluation friendly
** Team members should be comfortable with having outcomes evaluated
** Goals that follow [http://en.wikipedia.org/wiki/SMART_(project_management) SMART] - Realistic, Time-Based
* At the beginning determine ''what will make the project a success''
* Treat each phase as a separate project
* At the end of each phase, evaluate to determine if goals have been met
* Have a ''weekly'', ''regular'' meeting of the core group
* Close every meeting with a round-the-table reaction and ''documenting'' those feelings
** One participant mentions how his team closes every meeting with a "good though" from each member
* Be wary of one person being able to skew evaluations and projects
* Set up evaluation metrics and structure
* Be aware of different evaluation needs? Is an outside party going to evaluate this as well?
* Layout the evaluation plan (like a grant) with a logic model of Goals, Inputs and Outputs
* Move towards having a structured evaluation along the way
** document check-ins
** look at website statistics at each phase

=Structures and Methods=
* Make sure that you check any changes against the initial set of requirements and agreements

==Risks==
* Track lists of risks
* Brain-storm risks - participants not allowed to stop until they get silly
* Keep people aware that there can be positive risks and negative risks
* Determine the low-medium-high probability of risks
* Determine strategies for risks (mitigate/tolerable)
* If this is done well, then it can be reported 

=How to Get Buy-In on Evaluation Time=
* 15 minute stand-up meetings
* Off the top evaluation in the budget
* Work with a project-friendly organization :)
* Luck

=Client/Vendor Difficulties=
* Vendors and Clients should be open and ''talk about how communication'' itself is going.
** Clients want to know if they're difficult to deal with
** Clients want vendors to tell them what they need and to keep them informed
* Making sure that the client know that their inputs are understood
* Vendors may be fearful of disappointing the client - this needs to be overcome
* Be ''up front'' and clear about building a '''relationship''' between client and vendor - set the tone and maintain it
* Transparency
* ''''Evaluate'''' the relationship

=J's Project=

For the five that hadn't heard:
J came into a job as the chief writer and editor for the "rebuild of a an 8 or 9 year old website".  On the second day they showed screen shots of the new website and it was horrible.

J set up a meeting with a vendor. There was minimal, esoteric documentation. The decisions on features and changes that the vendor had made were signed off on by a passive project manager.

J had an outside tech evaluation of the site and found that the vendor had been fleecing them - hosted solution, custom CMS.

J is now asking them for a itemized list to determine what was obtained for their money.

Vendor sent them an email in October saying Pay us. Then in November said "Pay us or we'll unplug you."

Vendor refuses to provide files/MySQL tables because it's a custom CMS.

=Group Advice=
* This is a failed contract - J is now having all contracts reviewed by counsel
* Leverage the contract to ''get your data''
* People have to heal and be heard ''and'' J is in a good position because she isn't to blame for any of the projects faults</text>
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  <title>NewYork2008:Event Agenda</title>
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    <text bytes="4707" xml:space="preserve">The agenda will be collaboratively evolved by participants in the time leading up to and during the gathering.

Have ideas for what we should discuss at the event? Put them on the [[Session Ideas]] page, and we'll weave them in!

=== Wednesday, 9 January ===

Casual pre-event happy hour at to-be-determined venue.

=== Thursday, 10 January -- MNTP, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[NewYork2008:Opening Discussions - Project Management Principles|Opening Discussions - Project Management Principles]]

* [[NewYork2008:PM Principles - Introduction to Project Management|PM Principles - Introduction to Project Management]]
* [[NewYork2008:PM Principles - Web Site Essentials|PM Principles - Web Site Essentials]]
* [[NewYork2008:PM Principles - Advanced Web Projects|PM Principles - Advanced Web Projects]]
* [[NewYork2008:PM Principles - Software and Database Development|PM Principles - Software and Database Development]]
* [[NewYork2008:PM Principles - Values-Based Project Management|PM Principles - Values-Based Project Management]]

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda
* [[NewYork2008:Interactive Agenda Clustering|Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30'''

* [[NewYork2008:Interactive Software Mapping Exercise|Interactive Software Mapping Exercise]]

'''14:00''' Afternoon Sessions 1

* [[NewYork2008:Assessing and Redesigning Web Sites|Assessing and Redesigning Web Sites]] 
* [[NewYork2008:Whirlwind Discussion of Project Management Utilities|Whirlwind Discussion of Project Management Utilities]]
* [[NewYork2008:Implementing an Existing Database Software or Service|Implementing an Existing Database Software or Service]]
* [[NewYork2008:Challenges of remote collaboration|Challenges of remote collaboration]]
* [[NewYork2008:Afternoon 1 report backs|Afternoon 1 report backs]]

'''15:30''' Break

'''15:45''' Afternoon Sessions 2

* [[NewYork2008:Looking for demos|Looking for demos]]

* [[NewYork2008:Managing Consultants and Dealing with Vendors|Managing Consultants and Dealing with Vendors]]
* [[NewYork2008:The Art and Science of Defining Scope|The Art and Science of Defining Scope]]
* [[NewYork2008:Collaboration and Management in Cross-Departmental Web Projects|Collaboration and Management in Cross-Departmental Web Projects]]
* [[NewYork2008:User testing processes and getting info from users|User testing processes and getting info from users]]

* [[NewYork2008:Afternoon 2 report backs|Afternoon 2 report backs]]

'''17:00''' Closing Circle

'''17:30''' Happy Hour

=== Friday, 11 January -- MNTP, Day 2===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[NewYork2008:What Should a Web Site Cost?|What Should a Web Site Cost?]]
* [[NewYork2008:Selecting and Recommending Tools – The Idealware Process|Selecting and Recommending Tools – The Idealware Process]]
* [[NewYork2008:Managing Custom Database Projects|Managing Custom Database Projects]]
* [[NewYork2008:Collaborative Tools|Collaborative Tools]]
* [[NewYork2008:Report backs from sessions morning 2|Report backs from sessions morning 2]]

* [[NewYork2008:What do I want to talk about today?|What do I want to talk about today?]]

'''11:00''' Break

'''11:15''' Morning Sessions 2

* [[NewYork2008:The Politics of Project Management|The Politics of Project Management]]
* [[NewYork2008:Evaluation in PM|Evaluation in PM]]
* [[NewYork2008:Horrific Tales of Miserable Project Management Failure|Horrific Tales of Miserable Project Management Failure]]
* [[NewYork2008:Agile Project Management|Agile Project Management]]
* [[NewYork2008:Open Source CMS Q&amp;A session|Open Source CMS Q&amp;A session]] 

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' [[NewYork2008:Software Bazaar|Software Bazaar]] ''' &lt;-- Did you demo? List your tool here'''

'''14:45''' Break

'''15:00''' Afternoon Sessions 

* [[NewYork2008:Overthrowing The Consultant/Client Relationship|Overthrowing The Consultant/Client Relationship]]
* [[NewYork2008:Using Wikis for Effective Collaboration|Using Wikis for Effective Collaboration]]
* [[NewYork2008:Navigating internal politics and relationships|Navigating internal politics and relationships]]
* [[NewYork2008:Managing Nonprofit Software Development Projects|Managing Nonprofit Software Development Projects]]

* [[NewYork2008:Report backs afternoon|Report backs afternoon]]

'''16:30''' Closing Circle - Take Aways

* [[NewYork2008:Brainstorm|Brainstorm]]
* [[NewYork2008:Final announcements|Final announcements]]</text>
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  <title>NewYork2008:Event Logistics</title>
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    <text bytes="3397" xml:space="preserve">THE FOLLOWING WERE THE EVENT LOGISTICS FOR MNTP-NY IN JANUARY 2008

Below are some important updates, please let us know if you have any questions!

# Venue -- Address, Map and Directions
# Daily Schedule (9:00 am sharp start time, registration opens at 8:30 am)
# Participant List (opt-out information)
# Display Tables and Materials
# Payment for MNTP
# MNTP Agenda
# Post-MNTP Socializing
# Accommodations and Transit
# Contact Info for Questions

'''1. Venue''': Managing Nonprofit Technology Projects will take place at:

Marble Collegiate Church

1 West 29th Street

New York, NY  10001

MNTP will be held on the 6th Floor.

Map/Directions Link: http://tinyurl.com/2ufeze
 
Walking Directions from Penn Station to Venue: http://snurl.com/1x1e6

Our on-site contact phone numbers will be 562.290.2005 (San) and 415.216.7252 (gunner).

'''2. Daily Schedule''':  Our morning plenary will start promptly at 9:00 AM.

Registration, continental breakfast/coffee, and socializing will start at 8:30 AM

Please arrive promptly and be ready to start at 9!

Sessions will run until 5:00 PM each day. Lunch will be served on both days at 12:30 PM.

'''3. Participant List''':  We would like to provide you with a list of everyone attending Managing Nonprofit Technology Projects. We know this will be an excellent way for you to keep track of the many wonderful people you'll meet, but we also want to respect everyone's privacy preferences.  If you prefer that we do NOT disclose your basic contact information (name, organization/affiliation, URL and email address only), please let us know at info@aspirationtech.org. We will announce this again at the event, and will not distribute the contact list until the week after the gathering.

'''4. Display Table for Materials''': We will have some space available for you to display any materials, organizational flyers, or literature for projects you are involved in.

PLEASE PLAN to take home undistributed materials at the end of the event!

'''5.  Payment for Managing Nonprofit Technology Projects''': If you have not officially registered at http://tinyurl.com/32q8yt, submitted payment, or made other arrangements to cover your registration, please do so now.  Because registration is guaranteed to sell out, we will be unable to accommodate walk-ins without registration.  If you have not submitted payment, please bring your check to us at the event or pay online. We appreciate your cooperation and thank you!

'''6.  Final agenda''': We are making last confirmations for the event agenda and are coordinating with all of you who have so generously offered to share your knowledge and expertise as facilitators.  We will send a separate email regarding details of the agenda and invite your feedback and additions.

'''7. Post-Event Socializing''':  On Thursday evening, we'll adjourn for drinks immediately after we close at 5pm. We are confirming our reservation with a pub near the venue, and will give you details on Thursday.

'''8. Accommodations and Transit''': Basic transit links and information on some accommodation options are available at 

http://www.aspirationtech.org/events/mntp2008/accommodations

'''9. Contact info''':  If you have any questions in the meantime, please do not hesitate to be in touch. We can be reached at 562.290.2005 (San), 718-208-8172 (Laura) and 415.216.7252 (gunner), or email info@aspirationtech.org</text>
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  <title>NewYork2008:Final announcements</title>
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    <text bytes="681" xml:space="preserve">* Participants list will be distributed, you can opt out in advance.  
* Guidelines for using email list.
* Wiki will be kept up to date. Articles will come out of this information. If you have interest in helping writing these articles, let us know. 
* We strongly encourage you to join the mailing list. Post project management challenges you are facing, and let the group give you ideas.
* If you blogged about the event, forward the link to us.  Use the tags for pictures in flickr, del.icio.us etc. mntp, aspiration, aspirationtech, idealware
* Tom and Jerry's. 288 Elizabeth Street. Drinks!  Take the 6 from Park to downtown, 4th stop.  Google map:  http://tinyurl.com/347489</text>
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  <title>NewYork2008:Horrific Tales of Miserable Project Management Failure</title>
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    <contributor>
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    <text bytes="368" xml:space="preserve">=== Description ===

Nothing is more instructive than the mistakes of others. Participants will be invited to swap stories and cautionary tales of the many speed bumps, pot holes, and multi-vehicles pile-ups on the road to project management success.

=== Session Notes ===

This session merged with [[NewYork2008:Evaluation in PM|Evaluation in PM]].  See notes there.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Implementing an Existing Database Software or Service</title>
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    <contributor>
      <username>Miriam</username>
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    <text bytes="4705" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Michelle Murrain - facilitator:

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades
User issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


question: why does it seem that people are moving more towards software development projects?

- people want to use software to resolve issues but would like to leave the project management to others

- industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

Interface between project and IT departments

Feeling responsible for the growth of the whole field

Figuring out what people actually want (needs assessment)

Different types of personalities on the team

Politics interfering with the management of the project

Corporate refugees adjusting to the culture of non-profit

The many hats one project manager has to wear

Not enough systems thinking

Feeling overwhelmed

Scope changes in the middle of the project

	-how to prevent?

	-how do deal?

Competing interests

The accidental PM

Split between techies and non-techies

Immediate demands vs. best practices

Rationale for variation

*the initiate to plan phase is where most of these come up


Interests:

Collaborating with others

Solutions for dealing with non-profit culture

Some high-level technology training for the upper management


Tools:

Magic 8-Ball

Base Camp

Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible rsearch between initiate plan


Things that help:

Communication

Managing expectation

Defining ownership

Empathy 

Customer Service

Assume that there is going to be a crisis.  The test is how you handle it.

Anything is possible</text>
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  <title>NewYork2008:Interactive Agenda Clustering</title>
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    <text bytes="7665" xml:space="preserve">Clusters:

Remote teams
*how to manage remote teams effectively
*managing projects from multiple locations
*managing teams across distances
*how to manage distant clients

How do I rescue a failed project?
*Dealing with problems within projects
*being a "rescue swimmer" for a failed project
*how to deal with failed projects that are not your fault
*what to do when you inherit someone else's project

software development:
*project management in software development
*how to plan for and determine scalability of projects functionality
*what happens after close launch or phase
*after the launch, project management part deux
*how to get people in organization to take responsibility of updating website
*projects that wont close:  when to call it quits

embracing risk
*accepting the existence of risk and planning to handle things that may go wrong and mitigate their effects

web design:
*true or false 2-3 clicks tops to get info on site
*best practices in web navigation and architecture, what gets cut

values
*cultural politics and prejudice within a team, tech vs notn tech, age, female, male
*how to facilitate education, buy in and shared goals
*how can technology align right on organization mission
*balance the client satisfaction with my vendor sense of what is good (a good outcome)
*communication between tech people and program people
*how to convince non-profits that project management techniques are worthwhile
*how to deal with organization politics and personalities
*managing expectations in-house: how to manage a supervisor who does not have technical knowledge and unrealistic expectations?

resources
*what are the best practices in scaling up a social networking website
*managing projects as an accidental team, low tech skills
*get strategies for project costing
*managing projects as an accidental project manager
*what are the top resources website of the topic of website project management

tools
*project management communication, best practices and tools for collaborations
*what people are using to manage projects
*basecamp vs. sharepoint vs msproject
*best project management tools
*what skills/tools are useful for managing multiple projects at once
*wiki based project management, enhance collaboration, efficiency, communication, better documentation
*how do people use mind mapping
*what tools are people using out there? esp. for virtual teams

money
*how do I convince a client to pay for testing
*is it ok to charge ngos market rate for something I've already built?
*webiste costs, to build, to maintain, non profit rates
*how to control client communication and how to budget for it
*how to put a price on your time
*how do we use technology to generate revenue for the organization?
*what part of overall project cost should project management consume?
*what percentage of budget should be PM?
*how to create a technology budget and grow it
*selling founders on investing in ongoing support for technology
*making the case for long term technology needs of nonprofits to founders and grant-makers
*how do small non-profits decide which projects they should focus on? prioritize

scope creep
*concrete solutions for mitigating scope creep
*how do people manage scope creep
*how to plan and manage for scope creep
*what are the dangerous hidden pitfalls of project management

project teams
*balancing responsibilities between vendor, pm and org pm
*what technical requirements are require to support open source projects
*building a team considering personalities, strengths and work styles
*how technical does a PM need to be?
*is there a personality associated with a good PM?
*are in house IT departments dead?
*better? in house or outsource, how to decide
*in house tech staff vs. outsourced tech staff
*should there be more IT service providers in the np sector, is that financially viable?
*how to form and effective project team
*how do we staff projects
*how to deal with make it so supervisors
*building project teams team personalities iterative vs. one shot
*gender dynamics in PM 
*what techniques do you use to keep clients and projects on a timeline
*project evaluation processes
*juggling multiple roles

discovery process, planning phase
*incorporating technology to the strategic planning process
*how to say no
*when it is time to stop planning and jump in
*solutions for setting clear expectations
*what goes into the planning phase
*I'd like to know more about how to determine benchmarks for planning and testing phases of web re-design projects
*big spec, menu or cowboy coding?
*what are good rations between planning, implementation, feedback, management etc?
*how do you know when to stop initial scope and requirements gathering
*balancing planning vs. building something quickly
*lessons from agile project management
*would like to hear more from folks who've managed more iterative projects (vs. lots of planning and requirements then development)

communications issues
*diplomacy, accountability and how to ask hard questions
*communication issues
*how should one manage communication with stakeholders
*building a long term technology plan in a crisis situation
*how to adequately describe and prepare clients for scope of project
*solutions for mitigating communication issues
*talk about ways to get buy in from those difficult, yet key decision makers in projects
*fad management (ie. we should do one of those blog things)
*how to arrive at consensus around businesses objectives and processes among stakeholders on projects
*how do you achieve consensus throughout an organization.

org culture
*how do I figure out who's really in charge
*how can PM be used as a tool for organizational change
*How prioritize technology within an organization
*how does one justify PM
*defining project roles in both organizations and vendor, mutual understanding
*how to introduce technology for tech reluctant people
*understanding project roles in tech projects
*managing projects with multiple stakeholders
*anyone else working on a project where you feel hindered by legacy code, decisions that were made years ago or developers who are protective of their old ideas?
*how to deal with the dynamics of interdepartmental demands
*how to encourage all employees to use all features of applications
*long  term needs (systems, maintenance) over short term 1 shot projects
*what are strategies for dealing with ineffective, unhelpful project participants
*how to get all levels of organization to learn about technology
*cultivating a project centric organization
*sheila mackenzie, says"there are many people in the sector who will bang on about changing the world, who will resist any effort to change the process of their own organization"

Uncategorized:
*Technology is not magic
*analysing web metrics
*how to streamline manage levels of PM, vendor PM, consulting PM, internal lead
*How to balance multiple projects
*Web content determination, what to keep updated and readily available, what to *archive and what to scrap
*time management

Buy vs. build vs rent
*selecting software tools for the long term esp. if it is just you or few making the decision
*When how often should organizations evaluate and upgrade technology
*cost savings of easier more expensive software vs. cheaper higher learning curve software

Vendors
*Common frustrations with vendors
*How can I find a great vendor who understands non-profits?
*How to choose the right vendor
*Who are reputable web hosting vendors?
*How to choose a vendor
*how to manage vendor relationships and problems
*How do you deal with multiple vendors on one project
*Dealing with vendors
*Who are the (dis)reputable domain registrars?</text>
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  <title>NewYork2008:Interactive Software Mapping Exercise</title>
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    <text bytes="4556" xml:space="preserve">Together, we'll kick off a software mapping process!  We'll encourage everyone to contribute the names of any software packages they're using in the project management process to a "Wall of Software".  With everyone's help in arranging and making sense of the results, we'll form a map of the software that currently in use.

There's a provisional SSC toolbox with most of the tools:  http://socialsourcecommons.org/toolkit/show/848 

Lots of + signs mean lots of repeats. An * means we cannot find this tool on the web.  Help us!

TOOLS

Internally developed custom tools

reports, tracking


14dayz.com

employee time tracking 


salesforce

tracking opportunities, database


Confluence

knowledge managment, product mgt


FogBug2 

shared task mgt


highrise


Doku wiki+

internal to do lists and roles


google calendar

schedule +, timeliness, meeting planning+


Sugar CRM

crm


Trac ++

essential, template dev, bug tracking


Demcracy in Action

email mgt, crm


Act

crm


Backpackit.com 

doc sharing, list mgt


IM (Adium) ++++++
staff communication, intl. comm.

@Task 
load balancing, resource mgt

Survey monkey
user testing, needs analysis for potential reliability

Open Office Calc +++++
budget, reporting 

Fireworks
table structure, interface design

Open Air +
time tracking, staffing, financial reporting

AIM
im, informal communication

eTapestry
donor database

Alcohol
not a cool tool name . actual booze
relax

Drupal fireshare groups

Raisers Edge
event donors, event planning, direct mail

Open Proj
tracking, schedulig

Eventum
online event registration, bug tracking, small feature request tracking

Freeconferencecall.com

Rememberthemilk.com
task management

Project pier (former active collab)+++
project communication, file share, 

Basecamp +++++++
discussion archive, only for small projects, emails, to dos, calendars, specs, task management, timelines

MindMap*
mind mapping

Freemind
mind mapping

Quickbooks

Google groups
group writing

picnik.net
editing photos

Merlin *

Media Wiki

Wiki Spaces
collaborative editting

Tiki wiki cms/groupware ++
wiki planning, documentation, task tracker

Photoshop ++++
design graphics, producing web, making mockups, flow charts, 

Paint
editing photos

Redmine
task management

Gnome planner

Plone wiki and bug tracker
timeline progress

Jott.com 
voice to text transcription, universal capture

Skype++++++++
conference call, project chat and log, IM, communication with developers

Camtasia++
Creating demos, instructional modules

Word +++++++++++
biz &amp; tech requirements documentation, descriptions, specs, progress nots, product plan, scope question, project plan, documenting scope

Dreamweaver+
Content

Paper+
Desigh, thinking, tsak mgment, user testing

Acrobat
doc management

Power point +++
communication, demos, presentation, planning

Notepad +++++ *
tech reqñuirements, html editing, progress notes, tasks, budget, storing code

MS Project ++++
Time management, project planing, basis for communication of project progress to client and stakeholders

Go To Meeting
screen sharing

Mail (mac) ++
To-dos, communication

Firefox +++++

Microsoft meeting
meetings and collaboration

Doodle.ch +
arranging meetings

Sharepoint +
planning, sharing dcumens, collaborative communications, documntation tables and tracking status

Excel +25
one page project manager, budgeting, timelines, finances, database management, against my will moving to online sysem asap, gantt charting, analysis, resource allocation, progress notes, managing staff and volunteers, planning matrix, tproject contact maintenance, to do items, 

Microsoft Outlook +++++++++
personal time mgt, task management, sent items, communication, calendaring and planning

Gmail

Symbian/productivity tools on my cellphone *

Plaxo
staff calendars from outlook

Outlook/exchange *
email, calendars, taskmanager

iCal ++++

SplitBrain *
documentation, knowledge base

Google desktop
scratch notes

Connex ++
document, tasks, calendaring, people mgmt

File maker project mgt
PM, CRM

Vienna
rss, keepin track of research and partners

Numbers

Visio +++++
user plans, process flows, site maps, wirefraims, flowcharts, site maps, project roadmap, workflow chart, 

Central desktop ++
capacity planning, setting milestones

Google Docs +++++
collabo docs, budgeting, sharing collaboration, planning, editing, requirement docs, 

Billings 
time tracking and invoicing

Omni outliner omni graffle ++
graphic timelines, categorizing, clustering, planning layout, mindmap

Sympa/mpogroups.org
email lists</text>
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  <title>NewYork2008:Looking for demos</title>
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    <text bytes="150" xml:space="preserve">Laura is looking for people who can demo:

* MindMap
* Activecollab
* sharepoint
* Visio
* google docs
* google calendar
* non-boring part of basecamp</text>
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  <title>NewYork2008:Managing Consultants and Dealing with Vendors</title>
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    <text bytes="4789" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?

A good product

Match between vendor core competencies and organization needs

Some personality match between vendor/consultant and organization

Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

Keep a professional relationship with a clear, well-stated contract

Vendors need to show the same accountability to non-profits as they do with their other clients

Service level agreements well-defined - on paper

Web-content ownership defined

Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

Emotional connection between vendor/consultant and organization can cause problems in projects

Need to have a comfortable working relationship for successful project completion

Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees


It is more efficient to work with fewer consultants/vendors for problem resolution and project success

Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

Avoid vendor lock-in when possible

Organizational empowerment

Vendors like to maintain dependence

Demand that vendors educate you on the technical setup in your environment so you can change vendors if necessary

Make sure you have an exit strategy if the vendor/consultant relationship does not work out

If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

Authentic communication between organization &amp; vendor/consultant - communication channels defined up front

*** Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?

Vendor selection - research vendors online, word of mouth with similar organizations

RFP needs to be as specific as possible with requirements and schedule

Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

TechFinder website - vendors/consultants advertise services

TechSoup.org - good site with example RFPs and vendors that would be good

Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?

Communication - tell the vendor early in the process that you are not happy with their services

Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

Face to face meetings help a lot when there are large issues to address

Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?

Understand your needs now and how they will grow to ensure you vendor can handle them

Smaller agencies will provide more personal service but not always the best response


*** A-Has ***

Communication with the vendor - single point of contact, well defined channels

Find a vendor whose core competency aligns with your core needs

Write a good contract to enforce requirements with a good exit strategy</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>104</id>
  <revision>
    <id>209</id>
    <parentid>208</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2892" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.
Jim: databases I created are for a specific purpose, Aim to make it as flexible as possible
Norman – some applications you expect to customise to certain degree
Michelle: there are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services.
Significant problems with data management. Nothing out there that was specific enough.
They need to be scalable and customisable.
Build into consideration who could see what. Not sure it’s flexible enough
Jim- a lot depends on who the customer is.
Colin: sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis
Rachel: sometimes not possible
Michelle: support + maintenance issues
Gabrielle: Will there be more users who know how to use tools such as Excel.
You can use Excel to create cool images of your data
Demo graphics of users makes a lot of difference.
Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit.   
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different.
Bespoke: You get to the point where you cannot go back. Before you do that, see what is available.
Need: Advice about linking various applications 
Michelle: a lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits.
Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost?
What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.
AHA
1.	Differences between going with a package and  bespoke systems
2.	Concept of a hybrid model
3.	Before you think about the technology – what is the detailed information and processes that you need.
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.
5.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>105</id>
  <revision>
    <id>211</id>
    <parentid>210</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2309" xml:space="preserve">=== Description ===

While a best practice for nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most nonprofits, and too often nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Gunner Session 2

To make or not to make?  Should a nonprofit develop its own software or should it look for appropriate software?

G:  You want as much of your stack to be off the shelf.  PHP is the most insecure mainstream web language, in my opinion.  Every line of code you write is a marriage relationship.
The pizza problem:  once you order it, then it's ready.

Don't reinvent the wheel.

Do an analysis for motivation for writing code.  A person may want to start from scratch to bolster their resume with tech skill they picked up.  If writing from scratch is ABSOLUTELY necessary, then go for it.

Just putting extra babies on the diaper doesn't get rid of the shi*.

Create user stories to create a map for software development.

User Stories--a sentence--"administrator can enter employee"

G:  I strongly encourage you to design your concept in paper.  I would strongly suggest you to model this project process as a community organization.  I emphasize a front-loaded, user-focused approach.  Squeezing in a slew of mediocre functionality won't bring you glory.  Allocate time to run an internal project blog.  Think out loud about possible options in the project and let people comment on it.  If you've got a project blog, then keep track of people who have contributed to the project.

G:  The effect of open source.

CASE STUDIES

Talk with lawyers concerned with intellectual property.  Prior to that, get a sense of the issue of intellectual property before you take on a software development project.

G:  It's insane not to open source the software that you're developing.  Recommend GPL v.3.
DEBATE

What if I have no budget?  You're asking for a train-wreck.  Pay them small money ($20-40/hr) so that you have a contract and a financial relationship.</text>
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  <title>NewYork2008:Navigating internal politics and relationships</title>
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    <id>213</id>
    <parentid>212</parentid>
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    <contributor>
      <username>Miriam</username>
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    <text bytes="3853" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt;In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;A-ha's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Open Source CMS Q&amp;A session</title>
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    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="3040" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

Process

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- first decision, are they prepared to go to a CMS?
- can their designer go that route? I.e., is he or she ready for theming?
- need to take inventory of extra features such as external databases, email lists, etc.
- generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- moving from Photoshop to a theme can be tricky, since tradeoffs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>108</id>
  <revision>
    <id>217</id>
    <parentid>216</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="623" xml:space="preserve">=== Description ===

We'll kick off MNTP with five parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of the five discussions they'll join, and each group will report key outcomes back to the larger group.

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in nonprofit technology project management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>109</id>
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    <id>219</id>
    <parentid>218</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="4629" xml:space="preserve">== Description ==

Do you really want to "buy" a web site or database? Or do you want to develop
a strategic partnership to continunously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on
good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to
overcome that?

== Discussion ==
'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

power dynamic -- specialist expertise power vs financial power
contract, payment, transaction, monetrary,

independence, finite scope, interdependence -- can be collaborative or hierarchical
not on staff
asymmetry of knowledge -- knowledge about organization vs specialist-consultant knowledge

client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* board-staff 
* constituency
* funders
* partner orgs
* boss/employee
* chapters 
* colleagues 
* allies
* advisors
* enemies
* auditors
* C3-C4
* competitors (frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues VS client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
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  <title>NewYork2008:PM Principles - Advanced Web Projects</title>
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      <username>Miriam</username>
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    <text bytes="3505" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

-Yes, but often over a very long term cycle
-Easy to get caught up in planning forever, and never move on to implementation
-Important to have big collaboration meeting at first, but then move on to Prioritizing
-When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this evolvement
  Transition into a matainence plan
-Mounds of documentation, wireframes, etc.
-How can we be more effective?  What can be thrown out?

-What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/proccess, understaning your mission is necessary, but often non-existent
  
Signing off Successfully?
  Have clients show you working examples of what they want

Iterative approach:
-Look for existing examples
-Rapid Prototype to get something up and running
-Refine iteratively
-Costs little up front for an unfrifined, rough, but working project
-Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective

Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  SHow me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excuciating, but necessary

Top Down Approach
  Strategic Priciples, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc, and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the begining (CEO, Board, etc), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three Ah-Ha's!

In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid

Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly bugeted

Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:PM Principles - Introduction to Project Management</title>
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    <contributor>
      <username>Miriam</username>
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    <text bytes="7427" xml:space="preserve">Project Management 101

We have a number of accidental techies here...
Our group included: 

Colin from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities, 
and 
Maire - where should control be - with vendors or in - house or both, and how to balance this. 
Carveth, who is interested in - redoing entire website. choosing new vendor. 
Estevan (Joe*) - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.
Gabrielle - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 
Michelle, the facilitator from the Nonprofit Open Source Initiative. She has worked with nonprofits for over 10 years. 
(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framwork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home remodeling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counselors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. BaseCamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest ahhas that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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  <title>NewYork2008:PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>112</id>
  <revision>
    <id>225</id>
    <parentid>224</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2042" xml:space="preserve">'''Software and Database Development'''
&lt;br&gt;Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.

''question: why does it seem that people are moving more towards software development projects?''
&lt;br&gt;- people want to use software to resolve issues but would like to leave the project management to others
&lt;br&gt;- industry is buying into software, but pre-packaged programs don't exist for that industry

&lt;br&gt;'''Pain points:'''
&lt;li&gt;Interface between project and IT departments
&lt;li&gt;Feeling responsible for the growth of the whole field
&lt;li&gt;Figuring out what people actually want (needs assessment)
&lt;li&gt;Different types of personalities on the team
&lt;li&gt;Politics interfering with the management of the project
&lt;li&gt;Corporate refugees adjusting to the culture of non-profit
&lt;li&gt;The many hats one project manager has to wear
&lt;li&gt;Not enough systems thinking
&lt;li&gt;Feeling overwhelmed
&lt;li&gt;Scope changes in the middle of the project - how to prevent? &amp; -how do deal?
&lt;li&gt;Competing interests
&lt;li&gt;The accidental PM
&lt;li&gt;Split between techies and non-techies
&lt;li&gt;Immediate demands vs. best practices
&lt;li&gt;Rationale for variation
&lt;li&gt;*the initiate to plan phase is where most of these come up

&lt;br&gt;&lt;br&gt;'''Interests:'''
&lt;li&gt;Collaborating with others
&lt;li&gt;Solutions for dealing with non-profit culture
&lt;li&gt;Some high-level technology training for the upper management

&lt;br&gt;&lt;br&gt;'''Tools:'''
&lt;li&gt;Magic 8-Ball
&lt;li&gt;Base Camp
&lt;li&gt;Book about Project Management, by Project Management

&lt;br&gt;&lt;br&gt;'''Additions to framework'''
&lt;li&gt;Testing is a big part of the monitoring
&lt;li&gt;Possible rsearch between initiate plan

&lt;br&gt;&lt;br&gt;'''Things that help:'''
&lt;li&gt;Communication
&lt;li&gt;Managing expectation
&lt;li&gt;Defining ownership
&lt;li&gt;Empathy 
&lt;li&gt;Customer Service
&lt;li&gt;Assume that there is going to be a crisis.  The test is how you handle it.
&lt;li&gt;Anything is possible</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:PM Principles - Values-Based Project Management</title>
  <ns>0</ns>
  <id>113</id>
  <revision>
    <id>227</id>
    <parentid>226</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="4983" xml:space="preserve">=== Description ===

We all manage or are involved in the management of projects. And we all want our projects to go well – we all know that it's through our projects that we're able to effect positive social change (something we are all interested in doing). 

But our projects frequently '''''do not''''' go well. They're often late, over budget, don't deliver what's been promised, or are just no fun to work on.

In many cases this "not going well" has to do the absence of a '''project-friendly''' work environment.

In this session we will: 

* Talk a little bit about project management generally
* Look at the relationship between organisational culture and project management
* Work together to come up with strategies and tactics for effective project management through the establishment of work environments based on "project-friendly" values like: 


:* personal empowerment
:* group trust
:* respect
:* commitment 
:* open communication

=== Session Notes ===

* 10 participants including the facilitator
* Several accidental techies as well as accidental project managers present

==== Some Definitions ====
Project work has uncertainty and risk

Projects:
 end
 produce uncertainty
 produce risk

All projects have
# Objectives
# Deliverables
# Requirements
# Constraints (boundaries that the project must be delivered within - the triple constraint of scope, time, and cost)

''Triangle Diagram''

Sometimes there's a fourth quality added of "Quality", so some would argue for a rombus.

PMBOK = Project Management Body of Knowledge from [http://www.pmi.org/Pages/default.aspx PMI]

Project Management is like a riverboat trip
* the organization is the river
* the project is the boat
* the project team are the passengers

If the organization isn't project-friendly, the boat will be trying to go upstream (e.g. if the organization is risk-averse)

When an organization isn't project-friendly, project managers have to

====Strategies/Values for Values-Based Project Management====
=====Trust (vs. Fear)=====
Strategies
# achieve '''closure''' on communications
# ownership - ensuring that everyone on the team understands that they are involved in the management of the project.

'''Discussion'''

Should project managers be estimating the level of effort for developers?

"Trust is a dimension of teamwork"

Failure of a project can be caused by a lack of communication - decisions made at the top that don't have buy-in.

Is any of this about technology, really?  Point made that the project should not be framed in terms of technology fundamentally to get buy-in.

'''Rob draws and demonstrates a tool that he uses with clients in deciding priorities'''

{| class="wikitable"

|-

!

! time

! scope

! cost

|-

| constraints

| x

|-

| change

|

| x

|-

| cost

|

|

| x

|}
   
''getting back to values-based management''

Example of a truly project-''un''friendly organization is the one where there ''are no'' project managers and someone is assigned the role.

=====Respect (possible culture changes)=====
Strategies
# showing up on time
# respecting others' capacity for understanding you position
# transparency
# making an effort to provide input when it's asked for - team members know that even if they don't have time, they should ''say'' that they don't have time, not just remain silent.


====Further Discussion====

A good project manager will build a project-friendly environment in spite of the organization's environment.

Some work environments make managing a project particularly difficult - M mentions Saudi Arabia :)


Rob talks about how project management is sometimes viewed as unnecessary overhead - and sometimes it is.

* A PM-friendly work environment works when management balances the tasks and the people. If it doesn't, this is where we may have to have some counter-cultural movement
* A PM-friendly work environment works when there's a balance between the output and the means.
* A PM-friendly work environment works when there's cross-collaboration. Like Jazz, it involves improvisation and coordination - you're not just playing, but you're listening to others. Jazz as an organizational model.
* A PM-friendly work environment works when a project involves healthy conflict.  Conflict-avoidance can hurt projects

David mentions the DISC profile for team members: [http://en.wikipedia.org/wiki/DISC_assessment DISC on Wikipedia]

Rob ta lks about two questions that he believes define whether or not the project was a success:
# Were the objectives met?
# Did the team find the work rewarding?

N mentions that he doesn't see organizations bothering to answer this second question.

Project success if not just whether we did what we trying to do, but whether it was the right thing to do.

Rob's wish - That project teams would work ''together'' to set objectives and decide what they don't want to have happen.

M mentions that it might be idealistic to think that everyone is going to be happy with the project.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>114</id>
  <revision>
    <id>229</id>
    <parentid>228</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2739" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?"--&gt;Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

QUESTIONS TO ASK/THINGS TO THINK ABOUT
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


PLAN
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


IMPLEMENTATION
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of revisiblity.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Report backs afternoon</title>
  <ns>0</ns>
  <id>115</id>
  <revision>
    <id>231</id>
    <parentid>230</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="1474" xml:space="preserve">Report backs

Organization project management

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client

* Identified things about the consultant client relationship, focused on whther is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp:
moved to Overthrowing

Wikis:

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightfoward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

Software development:
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Report backs from sessions morning 2</title>
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  <id>116</id>
  <revision>
    <id>233</id>
    <parentid>232</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="576" xml:space="preserve">Report backs:

Collaboration tools session
* Syncronous events, multitasking is a problem
* Less is more, don`t have too many tools
* Joomla debugging session as example, different tools in combination

Database design:
* From scratch vs. off the shelf, differences
* Hybrid model
* Think of the information before you go to the technology
* Documentation is extremely important, wiki, tracker

Website cost:
* Getting a sample invoice from a vendor
* Be very agressive and specific details
* Use standard off the shelf items, custom has unforeseen costs
* Large range of cost</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Software Bazaar</title>
  <ns>0</ns>
  <id>118</id>
  <revision>
    <id>237</id>
    <parentid>236</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="426" xml:space="preserve">In a bazaar-like atmosphere, participants will be able to see informal demos of various project management software packages and utilities - including Basecamp, Central Desktop, Foldera, and many more - given by practitioners who are actually using the tools.

=Demonstrated Software=
# [http://freemind.sourceforge.net/wiki/index.php/Main_Page Freemind] Free [http://en.wikipedia.org/wiki/Mind_Mapping Mind Mapping] software!</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>119</id>
  <revision>
    <id>239</id>
    <parentid>238</parentid>
    <timestamp>2016-01-13T17:35:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="4004" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===

Project Scope


The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierachical fashion


Project

-Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


- Graphic Design


- Site Architecture


Can use it for tradeoff decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important compontent for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "hows", but often the staff want to give the "hows"


How do you get the list of requirements?  

- Thinking through the user needs can help - workshops in thinking through.

- Feature workshops - workshops are really key

- Drive to the high level need, not feature desires

- Important to have think through priority vs complexity

- Wireframing

- Arthimetic is really useful - it really sways people 

- Can vote with a finite budget - sticky dots voting for 

- Ask people what the minimum features things are that critical for the vision


How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?

- It's tricky.  Break out a core team.  

- One-on-one interviews can be really useful - people will say more

- Give them something to react to

- Try to make sure things move forward and it's not a sinkhole

- Make sure you're really transparent in the process, tell what feedback you want

- Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

- Be really transparent about what hat you're wearing - "now this is me as a user", when you're the faciliator.

- It's important to prioritize the features

- Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


SOmetimes you can talk about things so much that you lose sight about why it's important.  And get signoff from fatigue.  What can you do?

- Refocus on the priorities?

- Bring up the timeline and budget

- MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:The Politics of Project Management</title>
  <ns>0</ns>
  <id>120</id>
  <revision>
    <id>241</id>
    <parentid>240</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="4481" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

G:  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're coorganizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates maleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.
Key Concept:  tranparency
Re:  Transparency is not always an absolute good.

Empathy is a rare resource.  For the TypeA, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

Q:  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "no".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  

Key Concept:  The culture of deadline setting
KC:  Quality of product will give you later leverage.
KC:  The Scotty Approach

I'm glad to do it, but can you spoonfeed me it in an email?--simplifies results

G:  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.
G:  Claim your right to change the project.

C:  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.
G:  Keep documents in a common language for clients (no tech jargon/acronyms).

G:  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.
X:  Audience analysis gives perspective.
Y;  Can you talk more about the two groups?
G:  Sometimes there are different groups on the team that work against each other (ie programming vs. development interests).

Blaming the Team
G:  Pushing the fame to the stakeholders is a valuble part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.
G:  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.
  How do you deal with somebody who isn't contributing?
  Personnel changing is always an option after checking in.

KC:  Coefficient of community--How much does the individual think about the team?  "People who bring the love."
How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.
C:  Document the transparency on invoices.

M&amp;E:  The troubles of training--people might leave for another job with more $ when they're trained.
G:  clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

X:  what about managing up?  How do you work with your supervisor who is doing something necessary for the project?
G:  Blunt language works.

M:  Speaking with people.
G:  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:User testing processes and getting info from users</title>
  <ns>0</ns>
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  <revision>
    <id>243</id>
    <parentid>242</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
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    <text bytes="4646" xml:space="preserve">==Discussion==

Why is everyone here?

interest in how to build testing into the project cycle.
* functional testing - does it do what you want it to do?
* usability testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced witha documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "Ah-Ha's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Using Wikis for Effective Collaboration</title>
  <ns>0</ns>
  <id>122</id>
  <revision>
    <id>245</id>
    <parentid>244</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5313" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

The Wiki session

Who: Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: 
http://www.commoncraft.com/video-wikis-plain-english


Note: In the UK - wikis are not really used in the social sector.


Marc - Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


What are the different wikis and what is good for what? 

What are the successes?

What are the events around wikis?

Wikifarms?

What are they good for and when are they not good? 


Marc: Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


Thomas: Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


Jeremy points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 


Marc: DOwnsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 


Laura: Is a wiki complicated for those without any tech skills? 


Thomas: Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 


Marc: YOu have a wiki gardener or keeper. YOu need moderation to make it work. 


Jeremy: Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. THere's a psychological step. 


Marc: Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.


Jeremy: Some matrix will allow you to plug in different syntax. 


Marc: 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 


Thomas: wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 


Marc: Trac is good.  


Two families of wikis: Database versus text. Twiki, pmwiki, etc...

If you have several thousands of pages you need database wiki.    

Tikiwiki is closer to drupal and joomla than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


Marc: The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


Jeremy: What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 


Marc: Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. YOu need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>123</id>
  <revision>
    <id>247</id>
    <parentid>246</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3656" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

(Session Note Taker will enter notes here)
WHAT SHOULD A WEBSITE COST?

Brochureware- $2 - $5,000 + Design Costs

Design- $200 -$5,000

Small Nonprofit- No more than $10,000 for simple CMS site, no custom database/tools

$25,000 - Fancy site, interactive graphics, interactive tools

$125,000- Full custom web application

CMS Choice- A well known CMS such as joomla, plone, drupal gives a wide community of support.

Hourly rates-  $50 -$100 Friendly rate
	    $150 	   Standard rate
	    $300  	   High end, but questionable whether it is worth it

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standarziation allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla, and AMP are all PHP.  PHP programmers and hosting are reletively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:What do I want to talk about today?</title>
  <ns>0</ns>
  <id>124</id>
  <revision>
    <id>249</id>
    <parentid>248</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <format>text/x-wiki</format>
    <text bytes="1309" xml:space="preserve">What do you want to talk about today:

*Maganing up
*Web analytics
*Microsoft project
*Cross sector collaboration
*Rapid and agile development
*Managing your managers
*Managing customizations for a product
*Evaluation, during and end of project
*Diagraming website
*Making peple more confortable with tech in the organization
*Integrating wikis in website
*Communications, managing up
*Making a non profit more project friendly
*CMS open source vs commercial
*How to be not nice without being mean
*Making collaboration a partnership work
*Reliable places to go for technical issues
*Practical ways of salvaging an iterative trainwreck
*Managing troublesome project participants
*Alternatives tools to basecamp
*Open source CMSs ++
*How to get customers what they really want
*Reliable resources for tech info
*When is custom worth it
*Best PM tool
*Buy vs. Rent
*How do people manage projects
*Budgeting and costing
*Article fodder
*Agile approach ++
*Controlling internal communications,  email phone calls
*What deptment is your webmaster in and who do they report to
*User friendly wiki PM
*Non technical people in the team
*Keep timeline when there are other responsibilities
*When is it legitimate to cut corners in PM
*Big organizations make good decisions before they are beyond the point of no return</text>
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<page arvcontinue="20160113173540|193">
  <title>NewYork2008:Whirlwind Discussion of Project Management Utilities</title>
  <ns>0</ns>
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  <revision>
    <id>251</id>
    <parentid>250</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2640" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----


===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AHA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
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<page arvcontinue="20160113173540|193">
  <title>Nonprofit Technology Project Management 101</title>
  <ns>0</ns>
  <id>126</id>
  <revision>
    <id>253</id>
    <parentid>252</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="350" xml:space="preserve">=== Description ===

For those who self-identify as new to the discipline, this session will provide an overview of nonprofit technology project management. Essential topics, truths, and tools will be presented, with the second half of the session employing a question-driven format.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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<page arvcontinue="20160113173540|193">
  <title>Nonprofit Technology Project Management Resources</title>
  <ns>0</ns>
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    <id>255</id>
    <parentid>254</parentid>
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    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="516" xml:space="preserve">Please use this page to list existing Nonprofit Technology Project Management Resources, including:

* How-to's
* Templates, such as for RFP's and contracts
* Blogs and other voices of wisdom

=== Resources ===

* Rob Purdie's Important Projects [http://importantprojects.com/resources/ Resources page]. Rob offers up templates, presentations, articles and more.
* Idealware article [http://www.idealware.org/articles/fgt_project_management.php Six Views of Project Management Software] by Laura Quinn, November 2007</text>
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<page arvcontinue="20160113173540|193">
  <title>Online Collaboration Tools</title>
  <ns>0</ns>
  <id>128</id>
  <revision>
    <id>257</id>
    <parentid>256</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="387" xml:space="preserve">=== Description ===

Project management in the internet era is a distributed and virtual art. In-person meetings are the exception, not the rule. This session will discuss how to most effectively use online tools to collaborate and manage projects, and participants will be invited to share their tool preferences and experiences.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173540|193">
  <title>Open Source CMS Q&amp;A session</title>
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    <parentid>258</parentid>
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    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="3040" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

Process

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- first decision, are they prepared to go to a CMS?
- can their designer go that route? I.e., is he or she ready for theming?
- need to take inventory of extra features such as external databases, email lists, etc.
- generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- moving from Photoshop to a theme can be tricky, since tradeoffs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
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</page>
<page arvcontinue="20160113173540|193">
  <title>Opening Discussions: Project Management Principles</title>
  <ns>0</ns>
  <id>130</id>
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    <id>261</id>
    <parentid>260</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
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    <text bytes="27" xml:space="preserve">This page has been retired.</text>
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<page arvcontinue="20160113173540|193">
  <title>Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>131</id>
  <revision>
    <id>263</id>
    <parentid>262</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <text bytes="617" xml:space="preserve">=== Description ===

We'll kick off MNTP with parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of several discussions they'll join, and each group will report key outcomes back to the larger group.

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in nonprofit technology project management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
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<page arvcontinue="20160113173540|193">
  <title>Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>132</id>
  <revision>
    <id>265</id>
    <parentid>264</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <comment>1 revision imported</comment>
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    <text bytes="4629" xml:space="preserve">== Description ==

Do you really want to "buy" a web site or database? Or do you want to develop
a strategic partnership to continunously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on
good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to
overcome that?

== Discussion ==
'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

power dynamic -- specialist expertise power vs financial power
contract, payment, transaction, monetrary,

independence, finite scope, interdependence -- can be collaborative or hierarchical
not on staff
asymmetry of knowledge -- knowledge about organization vs specialist-consultant knowledge

client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* board-staff 
* constituency
* funders
* partner orgs
* boss/employee
* chapters 
* colleagues 
* allies
* advisors
* enemies
* auditors
* C3-C4
* competitors (frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues VS client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
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<page arvcontinue="20160113173540|193">
  <title>PM Principles - Advanced Web Projects</title>
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    <id>267</id>
    <parentid>266</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="12075" xml:space="preserve">Notetaker: Tom

[Lessons Learned/Elevator Advice]
  - Tanya Africa (MoveOn)
    * Electoral Get Out The Vote software
    * Programmers say that a &lt;something&gt; tool will break, listen to them!
  - Debbie
    * Need staff buy-in
  - Lisa (Sigma Consulting)
    * Listen (x3) &amp; talk to stakeholders
  - Michelle (quilted)
    * Make sure everyone on same page from start (scope, esp.)
  - An Chow (Dreamfish)
    * Ditto above)
  - Harvey
    * Know stakeholders
    * Workflow improvement
  - Andre (Rockford)
    * Astonished at proliferation (&amp; pace of) tools and keeping track is tough
  - Dan (Maplite.org)
    * Make graphical mockup of UI early!!  Helps get support :)
  - Karen (Sophia's Garden)
    * Stay true to your vision but be flexible in implementation
  - Katherine
    * Clear requirements otherwise you'll solve the wrong problem
  - Ben
    * Mockup early!! Building in reflection early &amp; often!!
  - Tom
    * Be sure to get right reqs.
  - Arthur (energy action)
    * Mockups: get specific tangible instead of moving forward before full talk-through
  - David (Radical Designs)
    * x4 -- x100 hours quote by devs!!  Educate client on impact of scope change are (exponential &amp; how late changes are even *worse*)


  - Dan: find that outlining features &amp; future ideas to enable devs to dev better
  - David: much pain comes from a lack of frontloading &amp; planning
    * Heard some tools &amp; tactics
  - Lisa: Challenge to convince org to spend resources on frontloading is tough.  Purchase something before deciding on what is needed.  tough to get investment in planning.
  - Harvey: We need this solved!! Ask why :)  Gotta know on the very basic level of who is going to use the software and *HOW*.  Gotta fill the needs of end users.  Get all stakeholders involved early
  - Tanya: One solution is to gather stakeholders.  Having the meeting will trick people into planning!  Panic button option: demo how if feature Q doesn't work, here's what will happen.  Use one good example!
  - Tom: Give clients the "wrong" option so they come back with the right one.
  - Arthur: Give the mockup so people can form opinions
  - Ben: Me Too
  - Karen: Turned a tech matrix into a mindmap.  Then used it to identify users and what functions mapped to users.  Combination of user story with tech matrix.  Easier to use graphical elements (like icons) to visually represent features and concepts and relations.  Want to ensure people *understand*
  - Harvey: Started document when had a personal lull and that forced people to create a timeframe &amp; team.  Needed to get something out there in order to get people to start thinking about this sort of thing.  Several teams need to collaborate on a regular basis!!  Team A needs Team  B to finish their part before they can continue.  Ownership over a given feature does not mean complete independence.
  - David: Lots tools to kickstart process
    * Initial Planning Doc
    * UI Mockups
    * User Stories
    * Technology matrices
    * Timelines / Depencencies
    * Core Features Identification
    * Scoping the Planning Process
    * Decision Timeline &amp; Ownership
    * Mapping out roles of the team
  - Tanya: Scoping Planning Process turns into planning the program &amp; need to demand some early decision making.  Use standard doc that describes programmatic model as a living doc.  Becomes an authoratative reference for the *program*
  - Debbie: Decision timeline &amp; ownership to figure out *who* has to be at which meetings and what the timeframes are
  - Lisa: Have a project champion who is responsible for keeping on timeline.  If 1 person falls behind it affects the whole project
  - Tom: Keep 'em focused on one project
  - Lisa: CEO, ED, etc. -- someone who has decision-making authority but isn't involved in implementation of project makes great project champion.

  - Ben: Mapping out roles of the team.  How to do this &amp; what is the "right" amount of detail and how to get buy-in
  - Harvey: Initial research &amp; getting down to the nitty-gritty of stakeholders &amp; workflows is important to figure out *WHAT* is important and can filter through all of what you've gathered.  This then informs who you're going to have involved.  That way you have someone who you can go talk to about a particular feature.  Once you start implementation it's a wild bronco &amp; it's OK to step out if something isn't working well.  But if you're implementing, you need to be happy with where you are.
  - Tanya: What *are* roles?
  - Ben: High Level like who is decision maker through low-level who is impelementing a particular detail.  In successful projects I've experienced there have been explicity and implicit roles defined.  This informs how they'll step up to fill a role.  Not strict guidelines on definition.
  - David: Points of Failure for is role defenition.  Going higher &amp; higher up will end up with irrelevant feedback, so need to know who to talk to at what *point* in the process.  Document who needs to sign off on *what* *when*.  UI changes late in the game due to feedback from CEO.  Ensure that you *know* who needs to sign off on what, when (decision matrix).  Sign off on design early &amp; then don't get feedback until late in the game which creates problems.  So: establish roles *AND* timelines.
  - Andre: From client side this makes sense &amp; you can't get involved enough in how the organization works.  You have to be an anthropologist.  Project failure is often based in the mysterious inner workings of the way the org works.  How willing &amp; able are you to get inside or to prevent these breakdowns.
  - David: Depends on budget :)  NP Tech Dev is org. dev!  Can go in and do the org. dev &amp; research *IFF* org has resources and are able to change in order to resolve particular tech issues.  Sometimes you can't do anything about the politics of the org in order to solve a tech problem.  (i.e. Hey, you should redefine your departments in order to solve this problem!).  Sometimes the technologist is the respected authority.
  - Andre: Ask org to let you present to the *whole* group.  Get the outliers who are going to sabatoge later will make themselves known!
  - Eric: In consulting role, I set things up like that big group.  Get as many people there in order to figure out who plays what role internally.  That means that later you can have backchannel conversations in order to work out a problem.  Can figure out ahead of time who might derail process.  Sometimes my scoping won't predict entire cost because I need to do more work outside of *tech* work w/ back-channel conversations.

  - David: Budgeting process around tech planning is fairly elastic, but *goal* is often fixed-cost for non-profits.  How do you budget &amp; manage expecations for the needs assessment.
  - Harvey: How many folks use scope triangle?
  - Some: What is it?
  - Harvey: Time vs. Quality vs. Money &amp; pick any two :)  Get basic ideas on where you're going to end up through the simple exercise.
  - David: Many non-profits will turn it into a pentagon &amp; make up two points :)
  - Lisa: As a client I'd ask the outsider to be your advocate for the project.  If you think there's a problem (i.e. sabatoge) lemme know early so we can work together to figure it out.  Help me out on this sort of stuff!!
  - Dan: Fixed cost issue; I'm client &amp; we've given up on fixed cost because we keep trying it and developers lose interest
  - Tom: Use ballparks in hourly.
  - Eric: I concur.  Often *fix* a planning component.  You can shop this project around out after the planning.  Then we throw out support costs and if they won't pay for that, I won't go into the project.  Don't wanna get caught in "site won't work without support"
  - Tanya: As a client we set a timeline that defines our budget &amp; prioritize features based on timeline.  We identify tiers in order make sure certain features *do* get implemented.  Make sure programming team doesn't say "Are you from mars?!" on how feasible something is.  Can then guarantee that the tool will have these basic functions and no additional features and everything from there on *MUST* be prioritized.
  - Dan: How do you do QA &amp; user testing.
  - David: Make the site live :p  If core basic functions work, you can launch.  As we've moved to SAS, we call the whole thing a beta indefinitely.  Depends on mission-critical functionality (i.e. if accounting, then this won't work), but if it's a web-app the user-experience will dictate priorities.  Won't know how (e.g. a social networking app) will work until real users use it.  Dev time for QA will be reasonable to quote for test-driven development.  When you write a chunk of code that does X, you write a test to check to make sure that the chunk of code does indeed do X.  2:1 test coverage (or some big ratio).  You *must* do something along those lines for large apps is pretty key.  Expressing this to client that it will make it successful down the line but cost more now is very tough.
  - Dan: So you ask devs to use it?
  - Katherine: Yup.  Very time-consuming and uses more resources you need to do it!
  - Michelle: From dev's view it's toughest when you *want* to do it and client doesn't have the buy in ("We don't see return on our $$").  You have features &amp; write tests for features.  You should go the opposite way &amp; write test first.
  - Tanya: Two questions -- when you write code to test it...how do you know it broke?
  - David: You run code &amp; get feedback each time you change.
  - Katherine: YOu get a report along way
  - Tanya: As PM I feel like it'd be great to be able to explain this to program side...do you have examples &amp; fact sheets?
  - Eric: Haven't seen fact sheet along those lines.  I've only done it once, but I've had a big problem in explaining it to client.  We set up a failure w/out test-driven code and we showed how this wouldn't happen in test-driven code.  Set it up for failure intentionally in order to drive the concept home!!  Hard to get them to buy in to 2x the code or 10x the code
  - Michelle: It's like insurance nothing ever seems to happen :)
  - David: Best practices dictate test-driven dev.  Build 1st, optimize later.  Scaling in large apps, you don't optimize from begginning.  Lots of tough decisions about how to make things work for massive numbers of users.  Hard to predict what will break.  These items are very tough to explain to client.
  - Michelle: It's hard to predict what will scale, but at the same time you don't want to go live &amp; then have the site go down (!).  It's important to be able to test as you build out.  Hard to coordinate.
  - Tom: Sometimes if you're going to get lots of users at the outset, there's data you can pull from.
  - Arthur: Keep things simple &amp; don't add things just because they're "nice to have".  When we get too complex our projects tend to fail.
  - Michelle: That ties in to staying true to vision.  As you start developing you often lose sight of what is mission-critical.  Staying simple &amp; streamlined is excellent.
  - Harvey: This is a reason why to get stakeholders together in order to inform the developers of what needs to be improved.  There *will* be changes, but both sides will need to consider technical &amp; political sides.
  - Karen: Spoke with community manager who said launch with simple feature set and then get early user feedback and you'll then be able to figure out what is necessary.  Test that what you've planed is what the users want?
  - Tom: How do you convince client of this?
  - Lisa: I'm in that situation.  It's easier to *build* credibilty than to *re*-build it.  If you do a little at a time, you build slower.
  - Andre: From the client side, we want to present a good face to people all at once.  We want to get success with the swarm phenominon.  It's tough to buy in for beta-testing.
  - Karen: I worked *very* closely with a developer on a site and I'm *very* invested with the site now!!  In a year they'll have a great product.  So it's was good for me to have that experience and understand the way the process works and this is a developing mindset.</text>
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</page>
<page arvcontinue="20160113173540|193">
  <title>PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>134</id>
  <revision>
    <id>269</id>
    <parentid>268</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="350" xml:space="preserve">=== Description ===

This session is targeted at those newest to nonprofit technology project management. After some initial framing and overview, this will be a question-driven session, providing answers that will enable participants to decide what other sessions will best serve their needs.

== Session Notes ==

Session notes will be posted here.</text>
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  <title>PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>135</id>
  <revision>
    <id>271</id>
    <parentid>270</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="302" xml:space="preserve">=== Description ===

This session will take on more advanced topics of complex web sites, web applications, and other nonprofit software development topics. Participants will be invited to share their experiences, learnings, questions and needs.

== Session Notes ==

Session notes will be posted here.</text>
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  <title>PM Principles - Values-Based Project Management</title>
  <ns>0</ns>
  <id>136</id>
  <revision>
    <id>273</id>
    <parentid>272</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
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    <sha1>da39a3ee5e6b4b0d3255bfef95601890afd80709</sha1>
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<page arvcontinue="20160113173540|193">
  <title>PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>137</id>
  <revision>
    <id>275</id>
    <parentid>274</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="430" xml:space="preserve">=== Description ===

Some of the most universal project management challenges in nonprofit technology revolve around web sites, whether it's creating a new one, upgrading an old one, or just maintaining the current one. This session will provide an overview of web site project management, and follow a question-driven approach to address participant needs and curiosities.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173540|193">
  <title>Product Management for Nonprofit Software</title>
  <ns>0</ns>
  <id>138</id>
  <revision>
    <id>277</id>
    <parentid>276</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <text bytes="5785" xml:space="preserve">=== Description ===

Anna has managed a number of products (see links below) at Benetech, and will share her experiences as well as best practices for managing successful software products designed for social good.

Current Projects: www.miradi.org (adaptive management software for environmental conservation projects) and www.martus.org (secure documentation tool for human rights groups)

Contact info:  anna@benetech.org

=== Session Notes ===

Anna, spoke on how Product Management is a lot like Project management only with more people to satisfy.  We did a round of introductions where people identified themselves and their project or hopes for what they want to get out of the session. many people have projects they want to productize products so they described their tools a little.  

Anna spoke about working on both projects and products and finds the product more satisfying because she see's more people benefit from the work.

She talk about how productization require more standardization and more documentation.  

Getting user feedback is harder so you have to solicit that.  Marketing or outreach is tougher and getting non-profit funding for technology projects.  

They use Agile development, breaking things down into smaller chunks and doing more iterative releases. Starting small and testing a lot along the line.  

Arthur asks how do you communicate with your users to get feedback?  Anna says mostly email and on the website, plus personal contacts with higher security items. 

Melinda asks if there are any ways that you had to really ...

Anna mentions that because their products are free so not alot of people seem to not use it because it doesn't have a feature.  Having things in multiple languages really seems to attract international users, the "it's in my language" item is really important.

Tanya asks how do you go about asking for feedback from users.   Anna says that sitting down with folks and really just working with them on how it works and what features they use.


Rebecca asks if Benetech's software is opensource. Anna talks about how their code is mostly opensource and is published on the sourceforge.  Rebecca asks if they work with or get input from other opensource developers. Anna speaks about the challenges of working with opensource developers, how they don't get alot interest and usually when interest is shown they don't have the skill set they need. Outside translation has been helpful.

Matthew asks about how Benetech responds to user feedback and prioritize implementation.  Anna talks about how the decision are tied to funding and how often something is requested.

Rebecca asks if they ever turn down money to build a feature you don't want. Anna says yes but talk about helping to shape contributions and feature requests.

Karen asks about the nature of Benetech's funding sources.  Anna doesn't know the exact amounts but she overviews the basic sources of funding --  service contracts with foundations, occasional small grants where an org got funding to get a training or a feature, some small fee for service stuff for setup and install.   The goal would be to ease of foundation funding and get more user earned funding.

Katie asks if the product is modular enough to add features to only one item. Anna says no we haven't added that kinda modularization, mostly she thinks that is because they aren't interested in doing add-on features for more money because they are trying to keep the cost for their users down.

Anna talks about things they don't call products, they sometimes provide tools that help with statistical data that isn't products but more the working with the data.

Karen asks if you are interested in re-purposing your software for other clients? Anna says yes you could do it, it is branded to look like environmental or human rights but it could be use for anything really. 

Anna talks about the limits of working with many for-profits and how they respond to the political challenges that benetech.  

Margot asks for insight about differences in Marketing for-profit vs free.  Anna says that marketing become lower priority because of the costs involved but that so far word of mouth has really worked just fine.

Matthew talks about how interesting things is to see that Benetech is a non-profit. Anna talks about the fact that the realistic thing is that to serve your users you have to accept that they don't have any money.  Anna stresses that you can do things that aren't profitable and go looking for other ways to fund it.  She talked about how sometimes a project just can't be funded or completed.

Anna stresses how much you have to get into the heads of your users to really understand what they need.  

Anna talks about how documentation is super essential to avoid the ongoing support of the product since you don't want to charge for every single little question.  Keeping in mind the funding limitations. 

Anna says testing, building in testing is really key.  Tanya asks what format their user testing takes.  Anna talks about making sure that there is a new feature test list to tell people what has changed to make sure they check out. She also says that in-house testing is super important, getting users who have never used it to use it is also good.  

Anna says that QA has a test plan, something that lists what each feature is and must do.  

Anna also suggests saying "no" alot or pushing back -- or more like "well we could do that but the release will be late". Tanya asks about tactics for dealing with people who basically wanna know why you can't give the the features they want. Rebecca mentions the delay tactic, saying you will have to look into something then saying no.  others mention the "sure we could, let me go get a quote for you."</text>
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</page>
<page arvcontinue="20160113173540|193">
  <title>Project Failures: Identifying and Mitigating Potentials Risks</title>
  <ns>0</ns>
  <id>139</id>
  <revision>
    <id>279</id>
    <parentid>278</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
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    <text bytes="468" xml:space="preserve">In a perfect world somewhere, projects always come in on time and under budget. But alas, that perfect world is not the nonprofit technology norm. This session will address how to identify and manage risks associated with scheduling, budgets, human resources, and other factors that contribute to project success. Participants will be encouraged to bring their own stories and learnings to share with the group.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>907a21e4c97aff7e19c79dbfd97d25704255635f</sha1>
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<page arvcontinue="20160113173540|193">
  <title>Project Management Peer Assist</title>
  <ns>0</ns>
  <id>140</id>
  <revision>
    <id>281</id>
    <parentid>280</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="405" xml:space="preserve">=== Description ===

Participants who are experiencing specific project management challenges will be invited to share a specific challenge with the other session participants, and receive suggestions and advice from both facilitators and fellow participants.

Peer assists are always listed as a favorite session at collaborative events.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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<page arvcontinue="20160113173540|193">
  <title>Project Management Peer Assists</title>
  <ns>0</ns>
  <id>141</id>
  <revision>
    <id>283</id>
    <parentid>282</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="485" xml:space="preserve">=== Description ===

Participants will break into small groups to spend time focusing on their own specific project management needs. Each participant who wishes to will be able to share a project management challenge they are facing, and invite input from the rest of the group. Those with more substantial project management experience will be invited to share their knowledge, learnings, and insights on the issues presented.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173540|193">
  <title>Report backs afternoon</title>
  <ns>0</ns>
  <id>142</id>
  <revision>
    <id>285</id>
    <parentid>284</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="1474" xml:space="preserve">Report backs

Organization project management

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client

* Identified things about the consultant client relationship, focused on whther is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp:
moved to Overthrowing

Wikis:

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightfoward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

Software development:
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
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<page arvcontinue="20160113173540|193">
  <title>Report backs from sessions morning 2</title>
  <ns>0</ns>
  <id>143</id>
  <revision>
    <id>287</id>
    <parentid>286</parentid>
    <timestamp>2016-01-13T17:35:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <comment>1 revision imported</comment>
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    <text bytes="576" xml:space="preserve">Report backs:

Collaboration tools session
* Syncronous events, multitasking is a problem
* Less is more, don`t have too many tools
* Joomla debugging session as example, different tools in combination

Database design:
* From scratch vs. off the shelf, differences
* Hybrid model
* Think of the information before you go to the technology
* Documentation is extremely important, wiki, tracker

Website cost:
* Getting a sample invoice from a vendor
* Be very agressive and specific details
* Use standard off the shelf items, custom has unforeseen costs
* Large range of cost</text>
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<page arvcontinue="20160113173540|193">
  <title>Selling the Benefits of Project Management</title>
  <ns>0</ns>
  <id>145</id>
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    <id>291</id>
    <parentid>290</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="512" xml:space="preserve">'''Facilitated by Mark Phillips, VERTABASE'''

=== Description ===

Not every organization sees the benefits of project management. Some organizations are down-right hostile to the idea. In this session Mark Phillips will focus on some key concepts to help explain or "sell" project management within your organization. We will also discuss who the right people are to talk to about project management and when to throw out the term itself and go stealth.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173540|193">
  <title>Session Ideas</title>
  <ns>0</ns>
  <id>146</id>
  <revision>
    <id>293</id>
    <parentid>292</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
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    <format>text/x-wiki</format>
    <text bytes="318" xml:space="preserve">Use this page to suggest or request session topics. We'll try to weave as many as possible into the agenda!

* When project stakeholders have different stakes.
* Post-completion maintenance: when does the project end and routine maintenance begin?
* Pros/cons of incorporating existing social media tools into projects</text>
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</page>
<page arvcontinue="20160113173540|193">
  <title>Small Website Essentials</title>
  <ns>0</ns>
  <id>147</id>
  <revision>
    <id>295</id>
    <parentid>294</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2723" xml:space="preserve">SMALL WEBSITE ESSENTIALS

*Introductions

*Colin's Happy Story and the Flow Chart
"What is a Database-Driven Website?"--&gt;Site able to draw content from different database.  Easier to change &amp; update.


INITIATE

Questions to Begin With:
"What is the goal of the site?"
"Why do we have a website?"
"Who is your audience?"
"Who are the people generating the content?"
"What are their tech/time capacity?"
"What are the institutional constraints?"
"What is the budget range? (short term vs. long term)"
Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"
"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."
RFP (Request For Project)
"What is fixed and/or opened?"
Committees can be a drain on designing a website.
Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.
Trouble in defining logistics for organizations in the planning phase.
Big Question:  SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?
Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?

PLAN

*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need, etc.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible for alerting them about it.
Sarah:  The importance of transparency.
Radha's CMS Nightmare

IMPLEMENTATION

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  i.e. "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of revisiblity.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.

CLOSE

Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?

TAKE AWAYS</text>
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<page arvcontinue="20160113173542|299">
  <title>Software Bazaar</title>
  <ns>0</ns>
  <id>149</id>
  <revision>
    <id>299</id>
    <parentid>298</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="424" xml:space="preserve">=== Description ===

In a bazaar-like atmosphere, participants will be able to see informal demos of various project management software packages and utilities - including [http://socialsourcecommons.org/tool/show/77/ Basecamp], [http://socialsourcecommons.org/tool/show/687/ Central Desktop], [http://socialsourcecommons.org/tool/show/2261/ RedMine], and many more - given by practitioners who are actually using the tools.</text>
    <sha1>3522a1f7bd583f40a3bac6c86817d32db6f4e6f8</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>Software Share</title>
  <ns>0</ns>
  <id>150</id>
  <revision>
    <id>301</id>
    <parentid>300</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="319" xml:space="preserve">=== Description ===

Basecamp, MS Project, DreamTeam and more – Nonprofit practitioners will provide a variety of 10-15 minute software demos to allow participants to see the packages in real-life situations and compare the strengths and weaknesses. 

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
    <sha1>8f0449a772967457feeee80ad6e6a553875175c9</sha1>
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</page>
<page arvcontinue="20160113173542|299">
  <title>Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
  <ns>0</ns>
  <id>151</id>
  <revision>
    <id>303</id>
    <parentid>302</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="8547" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Dupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

example: 
exchange server versus google aps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: easier to manage inernal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook w/ google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes thru your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable w/ google having all his data. 

Case management: client tracking software. 
Eg. Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
DRupal, Joomla, Plone are the top 3 healthy opensource. Why would anyone want to pay. 
1-	learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or timeconsuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Eg Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	training
-	how easy to use
-	to get it running, adjusted
-	cost of software.. not that big a factor. 

Social solutions: consult w/ client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run bc people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Opensource is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the vaue to you if it has a community. 

Rich opensource “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AHAs: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AHA. Freee, webbased. Have to do the research, including the future. 

So many diff ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
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<page arvcontinue="20160113173542|299">
  <title>Solution Architecting: What to do when the solution isn't obvious</title>
  <ns>0</ns>
  <id>152</id>
  <revision>
    <id>305</id>
    <parentid>304</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="434" xml:space="preserve">=== Description ===

Facilitated by: Raymond Hearn, Community IT Innovators

Hear about a case study of how an organization moved from concept to reality-check in deciding what path to pursue for its Constituent Relationship Management (CRM) and Content Management Systems (CMS).  We'll be talking about the process used to examine and evaluate viable CRM/CMS platform options.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173542|299">
  <title>Techniques and Tools for Remote Collaboration</title>
  <ns>0</ns>
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    <id>307</id>
    <parentid>306</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <text bytes="8529" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude


Remote Collaboration. 

Teams in 3 diff places team
MAP capacity building. Accounting, legal, strat plan 
2 teams on diff coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modeling. 
Regional, national networks, communities of interest in diff places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collab and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

Problems &amp; challenges: 
Keeping everyone on the same page. Don’t exclude those not present.
Software installing
Virgin control with documents – which is most current copy of document edits. 
How to white board on the phone
Budget for tools needed
Get useful updates and understand status of projects 
Confirming understanding
Drawing out quiet members of team
Is it an effective conversation
How to get feedback. 
Keeping people engaged in conversation?
Multi-tasking prevention. 
Creating a venue informal discussions – besides agenda’d meeting. 
Create energy of interaction and good ideas creation
Culture propagation, eg how to bring in new people

Understanding what people’s capacity is at a given time. 
Coalition and network interactions
1-	creating a zone for cohesive team formation:

tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat w/ one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it thru Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messeging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

Techniques: 

1- skype. 
Time zone issues. 
Moving technical data, dbases, documents. 
Use Skype works 80% of the time. 
Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
“little good with a curl” good very good; bad atrocious. 
Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
Move algorithms – type it in. 
Email one another. 
You can be invisible. They can shout your name even at 2:30am. 

Means of communication for diff purposes. Evolved that way. 
IM is Apple stuff. 

2-	having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

3-	how to schedule meetings? 

Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

What about international – no overlapping times. 
No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

4-	filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg, universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, diff versions. 

BaseCamp – graphic design iterations eg. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

5. shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

6. status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

7. website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conf calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AHA:
Communication – easier to sort out
Collaboration – think together simultaneously – harder to tailor to everyone’s need
IM and IRC
Important to establish informal backchannel for office team
Sometimes you have to meet in person. 
Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates w/ quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>f1298c46fd99a40ab8ee35d08729f6da7a13c37f</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>154</id>
  <revision>
    <id>309</id>
    <parentid>308</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9810" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura
Defining and confining scope
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that 

scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope 

became an opportunity

Scope increasing at a scary rate. What are the best ways to manage that?
Important to be as specific as possible up front. Make a plan for the whole project (or as 

much as you can). Feeling of not knowing what tools are needed to make good estimates. Want 

to know Ways to track time really well and being able to match it up to estimates. Want an 

at-a-glance look to know how close you are to estimates. Being able to deal with situations 

where we've agreed to go out of scope with a client when we shouldn't have and without 

talking about budget -- how do you deal with and move forward from these situations?

Interested in defining scope. Typically, most people don't internalize what the scope is. 

People start a project without a real understanding of scope. Very difficult because very 

few people really understand a requirements document. Progressive visualizations that help 

people go from step to step in understanding what we're doing. Used requirements documents 

with vision diagrams, which takes different forms depending on medium. For a website, 

wireframes of a few key pages. Something that seems to encompass a collective feeling of 

what we want to build. Progressive meaning user flow through the website (funnel idea). 

Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going 

into "sustainable" mode. "Sustainable" mode being where the team has a budget and a timeline 

and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. 

Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and 

developers and scope is for end users.

Don't like to say no to client requests. This is the cause of my scope problems. 

Physcological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose 

the client? Underestimating in the first place because afraid of sticker shock? Afraid of 

bait and switch? Important to battle the assumption of "they need this". A way to not say 

no, is to say put it in the parking lot. Define types of features early on: Must haves, 

wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as 

a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. 

If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own tradeoffs. Be careful not to be 

an enabler. 

A tool to use: write down every change order. Put down official change hour without putting 

in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the 

client might say this is not what I think. The question is how to interpret the scope. How 

detailed do you need to go? Does "three wireframes" mean three with revisions or you must 

choose one from the three? It is important to be flexible in your scope. Pick someone 

competent with good customer service. 

Design and scope. Break down a large design project into phases. I will give you three 

rounds of wireframes and the first round will be based on our conversations and you get a 

chance to look at all three and give feedback. I'll do a few more rounds and then we'll 

start the final design process. Several opportunities to let clients give meaningful 

feedback. After hitting budget, let client know and talk about wanting to revise an estimate 

or cut it off. Expectations managed in a written contract. Try to present three fairly 

different and be able to respond to elements of each that work and elements of each that 

don't. Have an extensive questionnaire that the clients fill out ahead of time. So have 

something to point to if they have changed their mind.

Very difficult to deal with clients that just say "when I see it I'll know". What do you do 

if you miss entirely? 

It is really a good thing to have a project manager around to represent the developers and 

designers. Able to shield the actual work. Like having a manager represent a celebrity. 

But that depends on the specific consultants and workers. Having a schedule that you create 

concrete steps with some flexibility within these steps.

Defining scope as a tug of war between client on one side and the vendor on the other. 

Clients are sometimes very aware that vendors should not just be dishing out favors and that 

this is a vendors livelihood. Tension is due to misunderstanding which is often caused by 

not sharing a common language. Important to ask the vendor when a question (especially about 

terms) comes up instead of asking coworkers or friends because the vendor you are working 

with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. 

Vendors try to control scope in order to protect themselves. You can never estimate 

everything. Functional changes in design is a terrrible thing. Good vendors will try to the 

best thing for you but also cover themselves.

Clients often fall into this idea where they want more, more, more for free on a very 

instinctual level and so clients need to be aware of this instinct and that it's very 

difficult for consultants to do that.

Expectation management happening on the client side. Clients are often middle people - 

having to report to their bosses.

What can we do if we don't ahve the privileges that consultants have? Talk in terms of 

capacity. If we want this, how can we support this without high level expertise on staff?

Managing who listen to who within an organization. A manager might see you as an expert in 

an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of 

stakeholders. Finding an internal tech team, the people who will be using it. 

Treat internal projects like client projects. Scope, budget, timeline. Have tools to 

integrate it. If there's something we're doing, but it's not a project, that's messed up. 

Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor 

funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the 

client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors 

to recognize that clients might not know what slamdunk projects. If there is an educational 

component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your 

client's knowledge base. Walking through scope with a client. At the end of the project 

(post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write 

content". Clients don't know what exactly what that means. Clients meeting their deadlines 

late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that?

The majority of our session was about open, honest communication about their needs and 

expectations. It's about a relationship and a partnership. A document is useless if no one 

reads it or pays attention to it. Sometimes it's essential to go through page by page and 

make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope 

and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the 

tools you're using. Making sure you're using the right tools for the right audience. Visio 

might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not 

work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if 

technically you are right, everyone is just unhappy. If you have to pull out the signature, 

then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets 

detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. 

Clients are very loyal and love good consultants and vendors. When they do their job well, 

they make the client look good.</text>
    <sha1>e18f4d5361d7489fe16f45c1bdf6817239b59bcb</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When</title>
  <ns>0</ns>
  <id>155</id>
  <revision>
    <id>311</id>
    <parentid>310</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5952" xml:space="preserve">=== Description ===

One of the keys to success in any project is knowing where you are in a project, and what changes can be made when. We will talk about strategies for breaking projects into chunks and phases, how to set criteria and decision points for each phase, using checklists and sign-offs to manage input, and recovery strategies for when your carefully laid plans go awry.

=== Session Notes ===

Notetaker: Ben

* go round of people, saying goals
** better estimating how long projects take
** software dev estimation - why does the last 10% take 90%
** good at the known - how to estimate the unknown?
** when is the project closed?
** pitfalls of time estimation
** hard communicating projects to client 
** how to communicate our process to clients
** how to reality check vendor timelines
** how do you know where you are at in terms of estimated time
** when you have gone over time, how do you manage that with clients and workers
* main things
** tools
*** favorite tool: the checklist
** tactics
*** client sign-offs
*** narrowing the cone of uncertainty
** principles
*** biggest thing: chunking things up to constrain uncertainty -- going over a week on a one-week chunk is not a huge deal, going for 2 months and realizing you're half-way done, is a huge problem
* what are some other ways to approach things?
** as a client with consultants, i give them a drop dead deadline, and work with her programmer to create a timeline, set a fixed budget
** checkpoint at 80% of project budget
* never offer a fixed bid on an 8 month development project
* definitely have a project manager who is staying on top of the status of the project
* new technology is both new technology, but it's also technology you haven't implemented before
* used an excel spreadsheet do detailed estimate of programmer time, multiplying development time by 3 for ones we haven't done. we lived in the spreadsheet for 3 weeks
* where we got burnt was value-engineering a budget and project, and we ultimately decided to eat that time. in the future we would ask that consulting time is paid for.
* we want to avoid that feeling that we "just have to get through this" and don't have any time.
* this is really when we're doing something new and different, not regular rollouts
* use the budget to get client to understand the trade-offs of this feature over that
* we did check against the spreadsheet estimates
* we were very honest with the client about what is possible and owning risks jointly with your client
* front-load the scary stuff
* estimate vs actual:
** we export the excel estimate to a CSV, import to salesforce, and map our time-logging to it so we can get really granular -- down to the requirement level.
* time-logging is mapped through salesforce to the original spreadsheet
* transparency: it's important to really work together on the checklist, and be sure we really have a complete picture of the project to be sure things don't crop up.
* we chunked things in a way that was completely counter to how the project actually played out on a technical infrastructure level.
* checklists, should they be provided by programmer or client?
** it's always a negotiation between all parties that have a stake in the work
** there are business milestones, technical milestones, etc
** it's important to make clear who is responsible for what
* don't be afraid to advocate for your needs, and to define the project process
* let's reexamine a project and the pathologies happening
** why didn't the ui get detailed sooner?
** there was a conflict between what the developers thought the process should be and what would have made more sense for the client and in terms of managing risks
* how much detail do you manage with a project that is already underway?
** if it's already going, at least getting a clear idea of the outcome would be helpful
* what does a client want to know?
** always over-estimate especially for time
** want to know the moment there is discomfort in the relationship and the developers are feeling like they can't make it
** create a place where developers can speak up comfortably
* estimation
** when a developer says it will take 3 hours, you have to add project management, design and q&amp;a, and contingency -- basically triple it
** stick to a methodology and evaluate based on it
* what about the situation of a client saying i want X features and X amount of money, how do you handle that? do you lower rate?
** prioritize. the dollar excercise (divide the dollar among 20 features)
** everybody can have sticker shock
* value engineering
** the idea is, try to get as much bang for the buck as possible
** if the client has $60,000 and we give them an estimate for $100,000, what are the features we need to let go of
** let's try to not do it for free, and be clear about how much the project is really worth with the client even if you do give a little and eat some hours
** here's a summary:
*** client: "we have $60,000"
*** vendor: "it will cost $100,000"
*** client: "we can't pay that"
*** vendor: "here's a project we can do for $60,000, and here's what it can do and here's what it can't"
* question: how many people do a project post-mortem with a client and internally
** i'm a firm believer in this
* one problem i'm dealing with with a current project is that there are so many requirements, i'm actually taking a lot of time simplifying and streamlining features. identifying and cutting those things that will blow up in your face
** pulling back from specific features to requirements
* let's have a conversation about meeting client's needs, and be really realistic
* set up a parking lot, put things in the parking lot you're not going to use right away
* what is a chunk? it's the smallest bit we can show to a user: here's a thing, look!
* setting up small successes every week
* its also helpful to figure out what you know and what you don't know, and manage the things you don't know</text>
    <sha1>aab6e4bbf18906fff4cbf4578004ad04f74dd230</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>The MoveOn Process for Translating Technology Visions to Reality</title>
  <ns>0</ns>
  <id>156</id>
  <revision>
    <id>313</id>
    <parentid>312</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2397" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

Assumptions:&lt;br&gt;
* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically
&lt;br&gt;
Nail down the plan first&lt;br&gt;
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

Outline&lt;br&gt;
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)
Plan
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

Other issues &lt;br&gt;
* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

How to manage these projects remotely? &lt;br&gt;
* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>d35814661b35729716e4c0fc395307b77fc7ddf0</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>The Politics of Project Management</title>
  <ns>0</ns>
  <id>157</id>
  <revision>
    <id>315</id>
    <parentid>314</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="833" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>b52146ce4b0aa4c0998daafa084f4be0e79b8ec0</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>The convergence of architecture and content</title>
  <ns>0</ns>
  <id>158</id>
  <revision>
    <id>317</id>
    <parentid>316</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="466" xml:space="preserve">=== Description ===

A long time ago, before Wikipedia and Facebook and other innovative online platforms, the line between software and the data managed by software was fairly clear. No more. But in so many technology projects these days, content is architecture and vice versa. This session will reflect on the convergence, and consider best practices for designing to meet long-term needs and requirements.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>6dc2582055bbca422a51a4bff45cc59564bbab02</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>Tool Mapping</title>
  <ns>0</ns>
  <id>159</id>
  <revision>
    <id>319</id>
    <parentid>318</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="312" xml:space="preserve">== Description ==

This interactive session will invite all participants to enumerate all the software tools they use in the various project management processes. Tools will be grouped and counts will be aggregated to determine popular tools and platforms.

== Session Notes ==

The tool list will be posted here</text>
    <sha1>b6aef3619c1cde83888185cc69d5b5068fd8f45a</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>Translating Technology Visions to Reality</title>
  <ns>0</ns>
  <id>160</id>
  <revision>
    <id>321</id>
    <parentid>320</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="398" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.</text>
    <sha1>504d488e2600725db7715ca76721c51a3d667f69</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>User Testing</title>
  <ns>0</ns>
  <id>161</id>
  <revision>
    <id>323</id>
    <parentid>322</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="20274" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
- Laura: Go around the room!
- Tom: Point of Pain Personally
- Harvey: Need to get admins to listen to me
- Debbie:
- Trinh: Getting it right the first round sets things off right
- Spensor: Attempting to go paperless so more users using systems and how to get feedback
- Amanda: Large diverse org. need to collaborate &amp; pull people in early
- Briana: Same as amanda
- David: More of the same :)
- Jon: Eval &amp; Measurement
- Katey (?): Custom Dev. -- Design for development &amp; how to do that.
- Ken: Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
- Karen: Interested in the whole understanding site from user perspecitve
- Melinda: Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===
- Laura: Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.
- Laura: There's a whole span of user research.  Up-front to understad incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interative process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).
- Laura: Questions, reactions, etc.
- Karen: Card sorting?
- Laura: I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).
- Melida: I have been the subject....then what do you do?
- Laura: There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).
- Karen: What part of the process do you do this?
- Laura: Design level after you have a scope for the process.
  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labeled to get cues as to where to put things.
- Karen: These are the *end users* (either part of org. or otherwise)...do you pay 'em?
- Laura: Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?
- Melinda: This is the best idea I've heard in 3 years!
- Laura: It's a time-honored technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.
- Melinda: Seems like an easy way to get everyone involved.
- Jon: What are you trying to get...attitude, analysis?
- Laura: You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.
- Melinda: What about a survey to do the same thing?
- Tom: We've used questionaires for features!
- Katie: user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?
- Laura: Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.
- Melinda: Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.
- Laura: Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.
- Tom: The Humane Interface
- Melinda: Accessibility?  Is that still out there &amp; how does that interact with this?
- Laura: This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===
- Laura: Surveys are one method for understanding users' desires.
- Katie: Observation -- just watch users use the site and take notes.  We werew considering using gotomeeting(.com) to watch users use what you've developed for them.
- Laura: User test the current software or competitor's sites (or similar sites) to see how people use them.
- Briana: What do you watch for?
- Katie: We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.
- Laura: I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".
- Melinda: It's important to not to pre-training.
- Laura: You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.
- Amanda: I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?
- Laura: Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  YOu'd probably need to do 4 or 5 in a particular group.
- Melinda: I need to know how literate the potential users are.
- Laura: I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus gropu to ask them questions in aggregate.  I'm not a big fan since they give the illusion of gropu data, but it's not *actually* that you've probably got only one or two.
- Brianna: In an interview series, what questions would you ask?
- Laura: You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.
- Melinda: People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.
- Laura: To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activites in the neighborhood.
- Melinda: We need to figure out how to include the content of the video tapes.
- Jon: Is the goal to increase the broad usership of the site or to raise money?
- Laura: A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.
- Jon: If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.
- Melinda: At a certain point you need to ask people.
- Spenser: ideas.salesforce.com -- if you have a feature reuqest that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.
- Laura: If you had a motivated user base, then that might work quite well.
- Laura: I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"
- Jon: One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one.  YOu need to ask efficacy and user base quesitons first.
- Melinda: Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.
- Amanda: There are priority levels with various pieces of content.
- Jon: Do you have questionaires, do people fill 'em out?
- Amanda: Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.
- Jon: Analyze by click?
- Amanda: Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.
- Jon: It's not very personal to just have a generic questionaire.
- Laura: Other questions?
- Ken: I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).
- Laura: How are you using web stats?
- Melinda: I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.
- Ken: How do you react when audiences do something counter-intuitive?
- Brianna: One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.
- Jon: Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.
- Spenser: Then maybe you create the form for recommendations.
- Brianna: We're getting comments on the blog too and lots of people get very involved there.
- Laura: In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very pastionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnograpic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.
- Debbie: One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.
- Katie: It's scary to make yourself vunerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."
- Laura: There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.
- Brianna: Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?
- Melinda: E.g. "What is tagging?"
- Katie: I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda definining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.
- Jon: Is that beta testing?  Isn't there a big difference in the two audiences?
- Katie: Also user testing on back-end and that's what I'm thinking of here.
- Laura: I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.
- Melinda: Establishing a framework out front including terminology might help.
- Debbie: We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.
- Ken: How do you get the person to buy-in on that?
- Debbie: It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.
- Ken: I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.
- Debbie: It was very clear form the start of the project.
- Melinda: But the ED might have interfered with the collab.
- Debbie: YOu can't talk her out of everything!
- Jon: Did she need to suspend disbelief?
- Debbie: She just has lots of opinions.
- Jon: Boundary establishment.
- Debbie: It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.
- Karen: You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.
- Debbie: It was a very fast turnaround so everyone knew we needed to keep it quick as possible.
- Harvey: We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.
- Laura: So were you cutting controversial things?
- Harvey: It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!
- Laura: There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?
- Tom: Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overriden by admin."
- Laura: Will this work for internal projects?
- All: NO!
- Ken: I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.
- Tom: I have ruled with an iron fist and insisted on getting people to work with me a certain way.
- Ken: Yeah, that won't work for me with my internal code of ethics.
- Harvey: I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"
- Laura: End of Time.  Takeaways/Ah-has?
- Katie: Card sorting
- Ken: Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.
- Jon: It's too amorphous a subject.
- Melinda: I like to hear that others are trying to use statitistics
- Debbie: It was inform with nothing written. (Going live June 16th)
- Katie: The resources that were thrown out there.
- Debbie: TCG is design and CivicAction is doing back-end.</text>
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<page arvcontinue="20160113173542|299">
  <title>User Testing Processes and Getting Info From Users</title>
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    <id>325</id>
    <parentid>324</parentid>
    <timestamp>2016-01-13T17:35:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="279" xml:space="preserve">There's a lot of different ways - from focus groups to interviews to paper prototypes to user testing and more - to understand what users want and whether what you're building will work for them.  We'll discuss the methods that have worked, and those that haven't worked so well.</text>
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<page arvcontinue="20160113173542|299">
  <title>User testing processes and getting info from users</title>
  <ns>0</ns>
  <id>163</id>
  <revision>
    <id>327</id>
    <parentid>326</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="4646" xml:space="preserve">==Discussion==

Why is everyone here?

interest in how to build testing into the project cycle.
* functional testing - does it do what you want it to do?
* usability testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced witha documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "Ah-Ha's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
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<page arvcontinue="20160113173542|299">
  <title>Using Wikis for Effective Collaboration</title>
  <ns>0</ns>
  <id>164</id>
  <revision>
    <id>329</id>
    <parentid>328</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="477" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

(Session Note Taker will enter notes here)

=== Animator ===

Marc Laporte</text>
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<page arvcontinue="20160113173542|299">
  <title>Web Project Fundamentals</title>
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  <id>165</id>
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    <id>331</id>
    <parentid>330</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="2847" xml:space="preserve">Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''involve stake holders'''

Seth encourages folks to involve them often and early


'''invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

john 4 c's 
- - - - - - 
credibility 

cultivation 

clickability 

content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

ah ha's 

- seeing your software from the perspective of managers

- the idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
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<page arvcontinue="20160113173542|299">
  <title>Web Site Redesign: How to do it Right</title>
  <ns>0</ns>
  <id>166</id>
  <revision>
    <id>333</id>
    <parentid>332</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <format>text/x-wiki</format>
    <text bytes="395" xml:space="preserve">== Description ==

So you have a web site and it's no longer meeting your needs? Welcome to the club!

This session will explain best practices for planning, managing, and completing a web site redesign. Covered processes will include audience assessment, information architecture, wireframing, RFP, project management and final delivery.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>167</id>
  <revision>
    <id>335</id>
    <parentid>334</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2574" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's His Experience
* The web development process includes all areas of the nonprofit and thus requires buy in from most staffmembers
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael Share's His Experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
-Must communication website vision&lt;br&gt;
-Must articulate goals&lt;br&gt;
-Do a content inventory of current site&lt;br&gt;
-John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the process more complex and delayed.&lt;br&gt;
-Focus on developing a dialogue with the visitors of your site.
-Content contribution doesn't necessarily have to be democratic among staffmembers; better content is developed by authors with a focused message.&lt;br&gt;
-7 choices or less of weblinks on a page.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Brainstorm</title>
  <ns>0</ns>
  <id>168</id>
  <revision>
    <id>337</id>
    <parentid>336</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="172" xml:space="preserve">We'll using the final circle as a time to brainstorm how to continue our collaboration and sustain the community of practice around nonprofit technology project management.</text>
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</page>
<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Event Agenda</title>
  <ns>0</ns>
  <id>169</id>
  <revision>
    <id>339</id>
    <parentid>338</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5553" xml:space="preserve">The agenda will be collaboratively evolved by participants in the time leading up to and during the gathering.

Have ideas for what we should discuss at the event? Put them on the [[Session Ideas]] page, and we'll weave them in!

=== Tuesday, 20 May -- MNTP, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[WestCoast2008:Opening Discussions - Project Management Principles|Opening Discussions - Project Management Principles]]

* [[WestCoast2008:PM Principles - Introduction to Project Management|PM Principles - Introduction to Project Management]], facilitated by Laura Quinn, Idealware
* [[WestCoast2008:PM Principles - Web Site Essentials|PM Principles - Web Site Essentials]], facilitated by John Kenyon, Nonprofit Technology Strategist and Seth Schneider, Transportation and Land Use Coalition
* [[WestCoast2008:PM Principles - Advanced Web Projects|PM Principles - Advanced Web Projects]], facilitated by David Taylor, Radical Designs and Tanya Africa, MoveOn.org
* [[WestCoast2008:PM Principles - Software and Database Development|PM Principles - Software and Database Development]], facilitated by Allen Gunn, Aspiration

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda
* [[WestCoast2008:Interactive Agenda Clustering|Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30'''

* [[WestCoast2008:Interactive Software Mapping Exercise|Interactive Software Mapping Exercise]]

'''14:00''' Afternoon Sessions 1

* [[WestCoast2008:So You’ve Been Drafted – the Accidental Technology Project Manager|So You’ve Been Drafted – the Accidental Technology Project Manager]], facilitated by Clarissa Goodlett, Color of Change and Spencer Bolles, Bay Area Community Resources 
* [[WestCoast2008:Assessing and Redesigning Web Sites|Assessing and Redesigning Web Sites]], facilitated by John Kenyon, Nonprofit Technology Strategist
* [[WestCoast2008:Techniques and Tools for Remote Collaboration|Techniques and Tools for Remote Collaboration]], facilitated by Laura Quinn, Idealware
* [[WestCoast2008:Managing Online Campaigns|Managing Online Campaigns]], facilitated by Kip Williams, DemocracyInAction

'''15:15''' Break

'''15:30''' Afternoon Sessions 2

* [[WestCoast2008:The MoveOn Process for Translating Technology Visions to Reality|The MoveOn Process for Translating Technology Visions to Reality]], facilitated by Tanya Africa, MoveOn.org
* [[WestCoast2008:The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When|The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When]], facilitated by Tim Bishop, Project Management Consultant
* [[WestCoast2008:Implementing an Existing Database Software or Service|Implementing an Existing Database Software or Service]], facilitated by Robert Weiner, Strategic Technology Consultant
* [[WestCoast2008:User Testing|User Testing]], facilitated by Laura Quinn, Idealware

'''16:45''' Closing Circle

'''17:00''' Happy Hour
* Luca's Tap Room - 225 W. Grand and Broadway

=== Wednesday, 21 May -- MNTP, Day 2===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[WestCoast2008:What Should a Web Site Cost?|What Should a Web Site Cost?]], facilitated by Allen Gunn, Aspiration
* [[WestCoast2008:Methods in Selecting Software|Methods in Selecting Software]], facilitated by Laura Quinn, Idealware and Seth Schneider, Transportation and Land Use Coalition
* [[WestCoast2008:Managing Custom Database Projects|Managing Custom Database Projects]], facilitated by Eric Leland, Leland Design

'''11:00''' Break

'''11:15''' Morning Sessions 2

* [[WestCoast2008:Managing Consultants and Dealing with Vendors|Managing Consultants and Dealing with Vendors]], facilitated by John Kenyon, Nonprofit Technology Strategist and Seth Schneider, Transportation and Land Use Coalition
* [[WestCoast2008:The Politics of Project Management|The Politics of Project Management]], facilitated by Allen Gunn, Aspiration
* [[WestCoast2008:How to Know You’re in a Failing Project (and How to Save It)|How to Know You’re in a Failing Project (and How to Save It)]], facilitated by Clarissa Goodlett, Color of Change and Eric Leland, Leland Design
* [[WestCoast2008:Migrating to Salesforce.com: One Organization's Story|Migrating to Salesforce.com: One Organization's Story]], facilitated by Bergen Moore, Global Exchange

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' [[WestCoast2008:Software Bazaar|Software Bazaar]] ''' 

'''14:45''' Break

'''15:00''' Afternoon Sessions 
* [[WestCoast2008:The Art and Science of Defining Scope|The Art and Science of Defining Scope]], facilitated by Eric Leland, Leland Design and Michael Weiss, Imagistic
* [[WestCoast2008:Managing Nonprofit Software Development Projects|Managing Nonprofit Software Development Projects]], facilitated by David Taylor, Radical Designs and Allen Gunn, Aspiration
* [[WestCoast2008:Product Management for Nonprofit Software|Product Management for Nonprofit Software]], facilitated by Anna Berns, Benetech
* [[WestCoast2008:Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself|Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself]], facilitated by Tim Bishop, Project Management Consultant

'''16:30''' Closing Circle - Take Aways

* [[WestCoast2008:Brainstorm|Brainstorm]]</text>
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</page>
<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>171</id>
  <revision>
    <id>343</id>
    <parentid>342</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6474" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a specialty in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

====
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
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</page>
<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Interactive Agenda Clustering</title>
  <ns>0</ns>
  <id>172</id>
  <revision>
    <id>345</id>
    <parentid>344</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="231" xml:space="preserve">In this interactive exercise, participants will brainstorm topics they'd like to add to the agenda, and group those ideas into related clusters. Event organizers will try to build the most-requested ideas into facilitated sessions.</text>
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  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Interactive Software Mapping Exercise</title>
  <ns>0</ns>
  <id>173</id>
  <revision>
    <id>347</id>
    <parentid>346</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="432" xml:space="preserve">Together, we'll kick off a software mapping process!  We'll encourage everyone to contribute the names of any software packages they're using in the project management process to a "Wall of Software".  With everyone's help in arranging and making sense of the results, we'll form a map of the software that currently in use.

There's a provisional SSC toolbox with most of the tools:  http://socialsourcecommons.org/toolkit/show/848</text>
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  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>174</id>
  <revision>
    <id>349</id>
    <parentid>348</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="4692" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Note taker: Erin

'''Seth’s introduction'''

Traditional approach
*Do all the planning, hand off to the developer
*Development-focused

Agile approach (what Seth used for this most recent project)
*Iterative
*Define user stories, what they will do
*Mini-rounds of development
**Short, simple
**Not all polished, but gets more polished as you go along

Be careful about what kind of tool you’re going to use for project management

If you’re doing a project with a consultant, make sure that at least one of you has project management experience

'''John’s introduction'''

Key: The entry into a relationship with a client is very important
*Intangibles (do I like this client? Do we work well together?)
*Discovery process
**Not afraid to assess the way they do business to determine where the root of the problem is; is it a tech problem or an HR problem?
**Doctor role (he diagnoses and provides options, but client does the work)
**Coach role (he guides while the client does the discovering and the work)

'''Shared Stories'''
*Different working styles &amp; communication styles can make things difficult
**Have clear definitions of accountability, clearly defined roles
**Clearly define timelines, regularly schedule feedback meetings
**Regular communication &amp; contact helps move things along

*The best projects are where the client comes to it with a clear understanding of what they want to achieve, without being too attached to how they’re going to get there
**This helps consultants AND vendors
**Helps to avoid wasting time
**Sometimes it can be really helpful to sit down with the client and help them really clarify their needs before getting started on the project

*A good project management system really helps
**Documenting progress &amp; expectations
**Sharing project documents
**Checking on timelines, setting reminders for tasks
**Can help automate follow-up

*Consistent vendor-client problems
**Expectation that the consultant/vendor can do everything they see on the internet
**Clients sometimes think they can treat you however they want – have to nip projects in the bud that are going to be problems
**Hurry-up-and-wait; clients will call and say they want something tomorrow, but won’t get the needed materials together for weeks – clear communication of needs and expectations
**Managing personality conflicts – if a client or the consultant/vendor is not happy, then either the conflict has to be resolved on an individual basis, or you have to end the relationship &amp; recommend other consultants/vendors

*Reminder emails can be useful to send to your consultant
**Friendly, low-key, asking if there’s anything they need from you to complete that piece of the project – NOT a “where’s my thing?!” email

*Consultant should learn the culture of an organization to give the best advice
**What is their tech capability?
**What are they comfortable with?
**Sometimes people are looking for a technical solution to a social problem

*Building relationships is important
**Eating meals together can be really helpful in building relationships with clients, vendors, consultants, volunteers, etc.
**Getting along is important! Don’t be afraid to drop a potential contract if the personal relationship doesn’t gel
**Remembering human needs &amp; limitations
**Sometimes switching project managers can help if there is a problem between the PM and the client; the chemistry may improve
**You’ll get a lot more honesty from people when you need it, and you can be more honest with them without damaging the working relationship

*It can be a good idea to make the client take notes and send them to you, so you see that they understand the project goals &amp; expectations

*People forget to say thank you; it makes a huge difference as a consultant to be appreciated

*Giving a heads-up to consultants is really helpful 

'''Questions'''
*How much do you involve a consultant in evaluating program needs when the project is an assessment of your needs?
**How big is the budget? How do you want to use your resources?
**Look at where you want to be in a few months, in terms of what you want to know/understand
**Each time the scope changes, you have to re-evaluate your budget; can a staff person or team do this work instead?
**Every consultant has different skills &amp; areas of expertise; ask the consultant if they could do this larger part of the project, but don’t expect to wrap in broader scope to the current budget</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>175</id>
  <revision>
    <id>351</id>
    <parentid>350</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7315" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

Eric asks for a go around on what our database experiences have been.

Eric throws out a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. security is also often a huge concern because sensitive data.

eric asks us to tells some stories about security trouble.  Tanya tells us about an experience at moveon, like rate limiting access to data.  eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

tom suggest that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

Eric ask how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how relistic their estimates are.   Ian asks, how do we gauge for the unexpected, no one seems to know.

Melinda talks about the fact that people don't expect thing to be on time exactly.

Tanya talks about her hope that you will tell her rather than pertend since she might then decide to scrap that feature.

Tom suggest that prioritizing things is super important to that and being clear about whats possible.

Anna talks about her engineers want for good detailed descriptions.  

Eric talks about estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

Mark talks about good introduction planning and approaching scope as a good intro planning phase.  

Ian tells stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

Hanna talks about using the trade off, making sure that people know that features are often a trade off.  as well as identifing what is core functionality.

Eric suggests over delivery and under promise.  

Debbie suggests that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

Eric suggests a todo list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

Melinda says a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularily can be very hard because the testers are busy.

Eric talk about ways to model the idea as a test.  Ian says you are testing the person not the code.  

Tom talks about the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

Hanna talk about making them think through all the reports, making them think about what output or report they will want early on.  

Tanya suggests that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

Eric asks us about communication styles.

Bergan talks about doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

Hanna suggest a weekly email report of what people are doing.   Catherine talks about using instant messenger or basecamp to keep up really up to date in the moment.

Mike talks about using the application campfire.  

Eric talk about always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

Tom talks about the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

bergen suggest that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

Tanya asks what kinda language you would use to describe the project.   

Eric defines RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 


Tanya asks what is scope.  Tom answers that it is a very detailed description of the project. 

Anna talks about scope docs as being really detailed down to each page.

Mark talks about specs as being more about the actually technical requirements, what technical things need to happen. 

Eric talks about a spec as being rewritten by contractors and developer as a part of any process.

Tom says that scope is implementation path while spec is more a general itemized list of technical points.

Eric says know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

Anna, talks about training and documentation as being an important part of ending the project.

Eric suggest that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

Anna talk about how projects never really end because people can always think of something else they might want.

Tom talks about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

Eric asks us to talk about data migration challenges and ideas.

Folks talk about the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 

Eric talk about data cleanup and how it's a partnership to clean the data.

Anna asks folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.

Tanya suggests a contest to get staff to do tedious things, like giving away iphones for uploading data</text>
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</page>
<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>176</id>
  <revision>
    <id>353</id>
    <parentid>352</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="594" xml:space="preserve">=== Description ===

While a best practice for nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most nonprofits, and too often nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Managing Online Campaigns</title>
  <ns>0</ns>
  <id>177</id>
  <revision>
    <id>355</id>
    <parentid>354</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="16" xml:space="preserve">Notetaker: David</text>
    <sha1>70bbf4736032705b13c75d4dc77ffd0360083696</sha1>
  </revision>
</page>
<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Methods in Selecting Software</title>
  <ns>0</ns>
  <id>178</id>
  <revision>
    <id>357</id>
    <parentid>356</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <format>text/x-wiki</format>
    <text bytes="4227" xml:space="preserve">How do you balance the need to pick great software with the need to not spend a year full time doing it?  We'll talk about processes and methods - including Idealware's research methods for understanding what software is available in a particular area - that can help.

== Seth &amp; Laura -- Software Selection ==

== Ahas ==
* Psychological and cultural divide between technies and the mission that is inimicable to your interest.
Seems that there has to be some fundamental understanding of how the technology works, and if you don't have that ....
* The concept of good enough.
* Great idea to use others RFPs at shortcut feature list.
* Happy that others agreed that RFP's can be a waste of time
* Challenges can be very similar, but solutions very different.

== Session ==
Seth

* for CMS, picked tech first (Drupal), then put out RFP without specifying platform
* for CRM, picked platform first (salesforce), then put out RFP for customizing/implementing.

Robert

* Long complex RFP processes often a waste of time. 
* Short RFP (5-10) pages make a lot more sense, 
* Some vendors refuse to respond to RFP's, unless there is an existing relationship

Laura
* We are in bad cycle of RFP abuse
* Lots of web site vendors won't respond to RFPs

Jonathan 
* What do non-profits think about contracts

Kimberly
* Contracts help define relationship and build it out

Arthur
* Contract is valuable symbol, memorializes

Robert
Always write a proposal for clients, and always write a scope of work * different from RFP

NAME
* RFP has a bad stamp to it

Laura
* Idealware is a non-profit that provides information on software
* Two methodoliges
  * look at what a market [set of features] looks like
  * find 5-10 experts, interview them, find out what considerations are, market leading products

* Detailed tool comparison reports (example, doing grant management tools) 
  * 10-20 people 
  * vendor demos are followed by creation of rubric
  * nonprofits could use variation of this method

Seth
* method depends on size of org. large orgs bring in the vendors to demo the software. smaller orgs (&lt;20 staff) do informal research.

Cinderella
* How do we find out the top 3 software choices for list mgmt?

[Name]
How do I find references?
* ask vendors for references
* check out social source commons, socialsourcecommongs.org
* just google and find references, then follow up by a email.


Joe

I don't have time to join all these groups and do all this research. How do I get answers quickly.
* look at market leaders
* find something good enough

Joe

How to pick calendar sharing application
Look at 
* cost
* ease of use
* ease to implement
* interoperability with outlook
* low support burden, no extra work for technies.

Laura and Dyana

How do we define needs?
What is your system for coming up with checklist?

Arthur
* we are not that systematic, we are intuitive

Ken
* Even though we are more structured, we have lots of false starts

Joe
* Sit down and have a meeting, make a proposal for soemthing that meets your needs

Robert
* This is a place where other people's RFPs are very useful
* Look at other people's RFP for ideas, features to prioritize

Seth
* Keep ongoing list of needs, problems noticed
* Sit down with tech consultant

Laura

Get demos early in the process to know what is possible.

Arthur

Adoption can be a problem, if leader doesn't drive best practices and adoption, often doesn't happen.

Name?

Have group brainstorming and prioritizing. Do a 3 hour meeting with everybody in the room, as opposed to individual meetings.

Laura
* Knowledge of what is possible
* Knowledge of what tools exist
* Understanding organizational and people's needs

Seth
How to rationally set a budget?
* Look at how tech relates to mission
* Look at how tech relates to income.
* Look at staff time / money saved
* Factor in if is generates income

Consultant experience of what people pay for /budget for a donor database * seemes totally arbitrary.

.... Missed some stuff ....

David

Don't forget asking your peers, friends and colleagues offline. Call up people and ask them what they use.

Seth

Put out queries on progressive-exchange mailing list. But may get lots of private responses from vendors.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>179</id>
  <revision>
    <id>359</id>
    <parentid>358</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <text bytes="9346" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in diff countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar w/ platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in salesforce primarily bc it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at salesforce. Compare and contrast. Goals, what gone thru. 

Not worked w/ salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using salesforce. Community of NGOs using salesforce. Sustainable. 
11-	Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, camaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailmerge. 
Browser based. 
Activity history. Log a call, mailmerge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in salesforce. You can generate from salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for salesforce. 

Admin people entering data. Don’t recommend starting salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AHAs
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>180</id>
  <revision>
    <id>361</id>
    <parentid>360</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="623" xml:space="preserve">=== Description ===

We'll kick off MNTP with five parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of the five discussions they'll join, and each group will report key outcomes back to the larger group.

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in nonprofit technology project management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:PM Principles - Advanced Web Projects</title>
  <ns>0</ns>
  <id>181</id>
  <revision>
    <id>363</id>
    <parentid>362</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12075" xml:space="preserve">Notetaker: Tom

[Lessons Learned/Elevator Advice]
  - Tanya Africa (MoveOn)
    * Electoral Get Out The Vote software
    * Programmers say that a &lt;something&gt; tool will break, listen to them!
  - Debbie
    * Need staff buy-in
  - Lisa (Sigma Consulting)
    * Listen (x3) &amp; talk to stakeholders
  - Michelle (quilted)
    * Make sure everyone on same page from start (scope, esp.)
  - An Chow (Dreamfish)
    * Ditto above)
  - Harvey
    * Know stakeholders
    * Workflow improvement
  - Andre (Rockford)
    * Astonished at proliferation (&amp; pace of) tools and keeping track is tough
  - Dan (Maplite.org)
    * Make graphical mockup of UI early!!  Helps get support :)
  - Karen (Sophia's Garden)
    * Stay true to your vision but be flexible in implementation
  - Katherine
    * Clear requirements otherwise you'll solve the wrong problem
  - Ben
    * Mockup early!! Building in reflection early &amp; often!!
  - Tom
    * Be sure to get right reqs.
  - Arthur (energy action)
    * Mockups: get specific tangible instead of moving forward before full talk-through
  - David (Radical Designs)
    * x4 -- x100 hours quote by devs!!  Educate client on impact of scope change are (exponential &amp; how late changes are even *worse*)


  - Dan: find that outlining features &amp; future ideas to enable devs to dev better
  - David: much pain comes from a lack of frontloading &amp; planning
    * Heard some tools &amp; tactics
  - Lisa: Challenge to convince org to spend resources on frontloading is tough.  Purchase something before deciding on what is needed.  tough to get investment in planning.
  - Harvey: We need this solved!! Ask why :)  Gotta know on the very basic level of who is going to use the software and *HOW*.  Gotta fill the needs of end users.  Get all stakeholders involved early
  - Tanya: One solution is to gather stakeholders.  Having the meeting will trick people into planning!  Panic button option: demo how if feature Q doesn't work, here's what will happen.  Use one good example!
  - Tom: Give clients the "wrong" option so they come back with the right one.
  - Arthur: Give the mockup so people can form opinions
  - Ben: Me Too
  - Karen: Turned a tech matrix into a mindmap.  Then used it to identify users and what functions mapped to users.  Combination of user story with tech matrix.  Easier to use graphical elements (like icons) to visually represent features and concepts and relations.  Want to ensure people *understand*
  - Harvey: Started document when had a personal lull and that forced people to create a timeframe &amp; team.  Needed to get something out there in order to get people to start thinking about this sort of thing.  Several teams need to collaborate on a regular basis!!  Team A needs Team  B to finish their part before they can continue.  Ownership over a given feature does not mean complete independence.
  - David: Lots tools to kickstart process
    * Initial Planning Doc
    * UI Mockups
    * User Stories
    * Technology matrices
    * Timelines / Depencencies
    * Core Features Identification
    * Scoping the Planning Process
    * Decision Timeline &amp; Ownership
    * Mapping out roles of the team
  - Tanya: Scoping Planning Process turns into planning the program &amp; need to demand some early decision making.  Use standard doc that describes programmatic model as a living doc.  Becomes an authoratative reference for the *program*
  - Debbie: Decision timeline &amp; ownership to figure out *who* has to be at which meetings and what the timeframes are
  - Lisa: Have a project champion who is responsible for keeping on timeline.  If 1 person falls behind it affects the whole project
  - Tom: Keep 'em focused on one project
  - Lisa: CEO, ED, etc. -- someone who has decision-making authority but isn't involved in implementation of project makes great project champion.

  - Ben: Mapping out roles of the team.  How to do this &amp; what is the "right" amount of detail and how to get buy-in
  - Harvey: Initial research &amp; getting down to the nitty-gritty of stakeholders &amp; workflows is important to figure out *WHAT* is important and can filter through all of what you've gathered.  This then informs who you're going to have involved.  That way you have someone who you can go talk to about a particular feature.  Once you start implementation it's a wild bronco &amp; it's OK to step out if something isn't working well.  But if you're implementing, you need to be happy with where you are.
  - Tanya: What *are* roles?
  - Ben: High Level like who is decision maker through low-level who is impelementing a particular detail.  In successful projects I've experienced there have been explicity and implicit roles defined.  This informs how they'll step up to fill a role.  Not strict guidelines on definition.
  - David: Points of Failure for is role defenition.  Going higher &amp; higher up will end up with irrelevant feedback, so need to know who to talk to at what *point* in the process.  Document who needs to sign off on *what* *when*.  UI changes late in the game due to feedback from CEO.  Ensure that you *know* who needs to sign off on what, when (decision matrix).  Sign off on design early &amp; then don't get feedback until late in the game which creates problems.  So: establish roles *AND* timelines.
  - Andre: From client side this makes sense &amp; you can't get involved enough in how the organization works.  You have to be an anthropologist.  Project failure is often based in the mysterious inner workings of the way the org works.  How willing &amp; able are you to get inside or to prevent these breakdowns.
  - David: Depends on budget :)  NP Tech Dev is org. dev!  Can go in and do the org. dev &amp; research *IFF* org has resources and are able to change in order to resolve particular tech issues.  Sometimes you can't do anything about the politics of the org in order to solve a tech problem.  (i.e. Hey, you should redefine your departments in order to solve this problem!).  Sometimes the technologist is the respected authority.
  - Andre: Ask org to let you present to the *whole* group.  Get the outliers who are going to sabatoge later will make themselves known!
  - Eric: In consulting role, I set things up like that big group.  Get as many people there in order to figure out who plays what role internally.  That means that later you can have backchannel conversations in order to work out a problem.  Can figure out ahead of time who might derail process.  Sometimes my scoping won't predict entire cost because I need to do more work outside of *tech* work w/ back-channel conversations.

  - David: Budgeting process around tech planning is fairly elastic, but *goal* is often fixed-cost for non-profits.  How do you budget &amp; manage expecations for the needs assessment.
  - Harvey: How many folks use scope triangle?
  - Some: What is it?
  - Harvey: Time vs. Quality vs. Money &amp; pick any two :)  Get basic ideas on where you're going to end up through the simple exercise.
  - David: Many non-profits will turn it into a pentagon &amp; make up two points :)
  - Lisa: As a client I'd ask the outsider to be your advocate for the project.  If you think there's a problem (i.e. sabatoge) lemme know early so we can work together to figure it out.  Help me out on this sort of stuff!!
  - Dan: Fixed cost issue; I'm client &amp; we've given up on fixed cost because we keep trying it and developers lose interest
  - Tom: Use ballparks in hourly.
  - Eric: I concur.  Often *fix* a planning component.  You can shop this project around out after the planning.  Then we throw out support costs and if they won't pay for that, I won't go into the project.  Don't wanna get caught in "site won't work without support"
  - Tanya: As a client we set a timeline that defines our budget &amp; prioritize features based on timeline.  We identify tiers in order make sure certain features *do* get implemented.  Make sure programming team doesn't say "Are you from mars?!" on how feasible something is.  Can then guarantee that the tool will have these basic functions and no additional features and everything from there on *MUST* be prioritized.
  - Dan: How do you do QA &amp; user testing.
  - David: Make the site live :p  If core basic functions work, you can launch.  As we've moved to SAS, we call the whole thing a beta indefinitely.  Depends on mission-critical functionality (i.e. if accounting, then this won't work), but if it's a web-app the user-experience will dictate priorities.  Won't know how (e.g. a social networking app) will work until real users use it.  Dev time for QA will be reasonable to quote for test-driven development.  When you write a chunk of code that does X, you write a test to check to make sure that the chunk of code does indeed do X.  2:1 test coverage (or some big ratio).  You *must* do something along those lines for large apps is pretty key.  Expressing this to client that it will make it successful down the line but cost more now is very tough.
  - Dan: So you ask devs to use it?
  - Katherine: Yup.  Very time-consuming and uses more resources you need to do it!
  - Michelle: From dev's view it's toughest when you *want* to do it and client doesn't have the buy in ("We don't see return on our $$").  You have features &amp; write tests for features.  You should go the opposite way &amp; write test first.
  - Tanya: Two questions -- when you write code to test it...how do you know it broke?
  - David: You run code &amp; get feedback each time you change.
  - Katherine: YOu get a report along way
  - Tanya: As PM I feel like it'd be great to be able to explain this to program side...do you have examples &amp; fact sheets?
  - Eric: Haven't seen fact sheet along those lines.  I've only done it once, but I've had a big problem in explaining it to client.  We set up a failure w/out test-driven code and we showed how this wouldn't happen in test-driven code.  Set it up for failure intentionally in order to drive the concept home!!  Hard to get them to buy in to 2x the code or 10x the code
  - Michelle: It's like insurance nothing ever seems to happen :)
  - David: Best practices dictate test-driven dev.  Build 1st, optimize later.  Scaling in large apps, you don't optimize from begginning.  Lots of tough decisions about how to make things work for massive numbers of users.  Hard to predict what will break.  These items are very tough to explain to client.
  - Michelle: It's hard to predict what will scale, but at the same time you don't want to go live &amp; then have the site go down (!).  It's important to be able to test as you build out.  Hard to coordinate.
  - Tom: Sometimes if you're going to get lots of users at the outset, there's data you can pull from.
  - Arthur: Keep things simple &amp; don't add things just because they're "nice to have".  When we get too complex our projects tend to fail.
  - Michelle: That ties in to staying true to vision.  As you start developing you often lose sight of what is mission-critical.  Staying simple &amp; streamlined is excellent.
  - Harvey: This is a reason why to get stakeholders together in order to inform the developers of what needs to be improved.  There *will* be changes, but both sides will need to consider technical &amp; political sides.
  - Karen: Spoke with community manager who said launch with simple feature set and then get early user feedback and you'll then be able to figure out what is necessary.  Test that what you've planed is what the users want?
  - Tom: How do you convince client of this?
  - Lisa: I'm in that situation.  It's easier to *build* credibilty than to *re*-build it.  If you do a little at a time, you build slower.
  - Andre: From the client side, we want to present a good face to people all at once.  We want to get success with the swarm phenominon.  It's tough to buy in for beta-testing.
  - Karen: I worked *very* closely with a developer on a site and I'm *very* invested with the site now!!  In a year they'll have a great product.  So it's was good for me to have that experience and understand the way the process works and this is a developing mindset.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>182</id>
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    <id>365</id>
    <parentid>364</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="6271" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

Tides foundation
Technology w/out background.
Project management.
Technology;
Hewlett Foundation;
Technology cooperative;
Accidental project manager;
Web developer;
Database of money and votes. 
All project management;
Intern program for researchers;
ISQL and database management
System to organize all projects in pipeline.
Integrated system for all NPTM;
Track, report and measure projects;
Facilities, putting on conferences.
Communications department;
Website content management;
Redesign website. 
Need podcaste, blogs;

Laura. 

Walk through a project. 

Vicky: integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Definining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. Ie project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website eg have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, eg half time. 
Become part of business processes – part of the organiztions. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality intitiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up diff types of systems with diff software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiraling within project.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:PM Principles - Software and Database Development</title>
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    <id>367</id>
    <parentid>366</parentid>
    <timestamp>2016-01-13T17:35:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="4028" xml:space="preserve">Notetaker: Mark


===what people want to talk about===

1. how to choose tools&lt;br/&gt;
2. documentation and QA&lt;br/&gt;
3. managing people, especially not full time&lt;br/&gt;
4. managing times&lt;br/&gt;
5. managing software projects rather than websites&lt;br/&gt;
6. research on things that have worked&lt;br/&gt;
7. how to plug in volunteers&lt;br/&gt;
8. bill versus buy questions&lt;br/&gt;
9. scope and scale&lt;br/&gt;


===Gunner's intro===

generalizations&lt;br/&gt;
1. prevelant pathology is the old school laboratory model. avoiding the whole spec, then developers go and hide for months and hand over a fished project to the client&lt;br/&gt;
2. connect with peoples' pain and passion&lt;br/&gt;
3. to avoid, Agile development is encouraged, partnership with passion, work with people during the difficult parts to encourage a painless final outcome&lt;br/&gt;
4. present things of value to clients as quick as possible, get them politically engaged right away. if clients get value right away, and appreciates it, and gives feedback, the stakeholders will be happy&lt;br/&gt;
5. all successful tech projects work on the same model of the community organizing model&lt;br/&gt;
6. do these apply to internal projects? the answer seems to be yes, but internal is a little easier to reach the stakeholders&lt;br/&gt;
6.1 BUT, scope difference in internal versus external, external expanded scope can add to the worth of the company, internal scope creap can drain resources&lt;br/&gt;
7. agile developemnt can fail if there is no completion, i.e. initial value deliverables don't lead to furthur value deliverables, i.e. i'm done with this part, i'm going to move on&lt;br/&gt;
8. for non profits paying technology, free open source lisence is really important, to not get screwed by proprietary companies owning your code&lt;br/&gt;
9.important to understand the nature of your open source developers, are they volunteer? can they be held accountable&lt;br/&gt;
10. if you aren't getting good "vendor" support on your project, without paid developers, organizations lose control of their technology&lt;br/&gt;
11. but when you need to free volunteers, how do you get them and keep them&lt;br/&gt;
   a. conveying to volunteers how their work translates into results
   b. give users really small deliverables
   c. really important process, make explicit levels of accountablity
   d. try to find and keep good people by good process&lt;br/&gt;
12. get people invested in projects as soon as possible AND make them aware the process will take LOTS of work, but there is the other side, and when you get there things will be better&lt;br/&gt;
3. language and vocabulary, needs to be the language of the users, must talk to the people info workflow, not tech details&lt;br/&gt;

===Buy versus build===
1. problem of getting calls of broken databases that nobody in the org knows anything about, and the original tech provider may have gone away&lt;br/&gt;
2. clients want it fixed, the ideal is to give somethign to the client that can be customized, but the tools can be sustainable&lt;br/&gt;
3. the decision is a political one, whether you buy it or build it&lt;br/&gt;
4. alway try to avoid building, so many orgs think getting technology is as simple as ordering a pizza&lt;br/&gt;
5. a weedy garden is a good metaphor, building your own means lots of bug fixing, maintaining, and most important is security problems&lt;br/&gt;
6. building a website with your own backend these days is crazy&lt;br/&gt;
7. building what the clients expect unfort also leads to extra expectations of enhancement&lt;br/&gt;
8. clients often think they want to get the perfect software for now and for the future, and never have to deal with it again, need to work to transform that thinking&lt;br/&gt;
9. buy vs build first question is their budget&lt;br/&gt;
10. find people with a track record within your particular industry, and goes with them&lt;br/&gt;
11. avoid single developers like the plague&lt;br/&gt;
12. if an org can't specify their needs, their is no way you can build a successful project for them&lt;br/&gt;
13. actually, build versus buy versus bend&lt;br/&gt;
14. only build customization for groups that can handle the technology&lt;br/&gt;</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:PM Principles - Web Site Essentials</title>
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  <id>184</id>
  <revision>
    <id>369</id>
    <parentid>368</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2865" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''involve stake holders'''

Seth encourages folks to involve them often and early


'''invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

john 4 c's 
- - - - - - 
credibility 

cultivation 

clickability 

content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

ah ha's 

- seeing your software from the perspective of managers

- the idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Product Management for Nonprofit Software</title>
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  <id>185</id>
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    <id>371</id>
    <parentid>370</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="594" xml:space="preserve">=== Description ===

While a best practice for nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most nonprofits, and too often nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Software Bazaar</title>
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    <id>375</id>
    <parentid>374</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="598" xml:space="preserve">In a bazaar-like atmosphere, participants will be able to see informal demos of various project management software packages and utilities - including Basecamp, Central Desktop, Foldera, and many more - given by practitioners who are actually using the tools.

=Demonstrated Software=
# [http://freemind.sourceforge.net/wiki/index.php/Main_Page Freemind] Free [http://en.wikipedia.org/wiki/Mind_Mapping Mind Mapping] software!
# [http://basecamphq.com Basecamp] Project management paid hosted service
# [http://getharvest.com Harvest] Timetracking, time reporting, and invoicing paid hosted service</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
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  <id>188</id>
  <revision>
    <id>377</id>
    <parentid>376</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="8547" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Dupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

example: 
exchange server versus google aps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: easier to manage inernal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook w/ google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes thru your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable w/ google having all his data. 

Case management: client tracking software. 
Eg. Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
DRupal, Joomla, Plone are the top 3 healthy opensource. Why would anyone want to pay. 
1-	learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or timeconsuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Eg Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	training
-	how easy to use
-	to get it running, adjusted
-	cost of software.. not that big a factor. 

Social solutions: consult w/ client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run bc people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Opensource is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the vaue to you if it has a community. 

Rich opensource “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AHAs: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AHA. Freee, webbased. Have to do the research, including the future. 

So many diff ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
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  <title>WestCoast2008:Techniques and Tools for Remote Collaboration</title>
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    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="8529" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude


Remote Collaboration. 

Teams in 3 diff places team
MAP capacity building. Accounting, legal, strat plan 
2 teams on diff coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modeling. 
Regional, national networks, communities of interest in diff places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collab and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

Problems &amp; challenges: 
Keeping everyone on the same page. Don’t exclude those not present.
Software installing
Virgin control with documents – which is most current copy of document edits. 
How to white board on the phone
Budget for tools needed
Get useful updates and understand status of projects 
Confirming understanding
Drawing out quiet members of team
Is it an effective conversation
How to get feedback. 
Keeping people engaged in conversation?
Multi-tasking prevention. 
Creating a venue informal discussions – besides agenda’d meeting. 
Create energy of interaction and good ideas creation
Culture propagation, eg how to bring in new people

Understanding what people’s capacity is at a given time. 
Coalition and network interactions
1-	creating a zone for cohesive team formation:

tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat w/ one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it thru Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messeging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

Techniques: 

1- skype. 
Time zone issues. 
Moving technical data, dbases, documents. 
Use Skype works 80% of the time. 
Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
“little good with a curl” good very good; bad atrocious. 
Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
Move algorithms – type it in. 
Email one another. 
You can be invisible. They can shout your name even at 2:30am. 

Means of communication for diff purposes. Evolved that way. 
IM is Apple stuff. 

2-	having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

3-	how to schedule meetings? 

Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

What about international – no overlapping times. 
No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

4-	filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg, universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, diff versions. 

BaseCamp – graphic design iterations eg. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

5. shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

6. status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

7. website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conf calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AHA:
Communication – easier to sort out
Collaboration – think together simultaneously – harder to tailor to everyone’s need
IM and IRC
Important to establish informal backchannel for office team
Sometimes you have to meet in person. 
Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates w/ quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:The Art and Science of Defining Scope</title>
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    <id>381</id>
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    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="9810" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura
Defining and confining scope
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that 

scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope 

became an opportunity

Scope increasing at a scary rate. What are the best ways to manage that?
Important to be as specific as possible up front. Make a plan for the whole project (or as 

much as you can). Feeling of not knowing what tools are needed to make good estimates. Want 

to know Ways to track time really well and being able to match it up to estimates. Want an 

at-a-glance look to know how close you are to estimates. Being able to deal with situations 

where we've agreed to go out of scope with a client when we shouldn't have and without 

talking about budget -- how do you deal with and move forward from these situations?

Interested in defining scope. Typically, most people don't internalize what the scope is. 

People start a project without a real understanding of scope. Very difficult because very 

few people really understand a requirements document. Progressive visualizations that help 

people go from step to step in understanding what we're doing. Used requirements documents 

with vision diagrams, which takes different forms depending on medium. For a website, 

wireframes of a few key pages. Something that seems to encompass a collective feeling of 

what we want to build. Progressive meaning user flow through the website (funnel idea). 

Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going 

into "sustainable" mode. "Sustainable" mode being where the team has a budget and a timeline 

and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. 

Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and 

developers and scope is for end users.

Don't like to say no to client requests. This is the cause of my scope problems. 

Physcological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose 

the client? Underestimating in the first place because afraid of sticker shock? Afraid of 

bait and switch? Important to battle the assumption of "they need this". A way to not say 

no, is to say put it in the parking lot. Define types of features early on: Must haves, 

wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as 

a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. 

If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own tradeoffs. Be careful not to be 

an enabler. 

A tool to use: write down every change order. Put down official change hour without putting 

in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the 

client might say this is not what I think. The question is how to interpret the scope. How 

detailed do you need to go? Does "three wireframes" mean three with revisions or you must 

choose one from the three? It is important to be flexible in your scope. Pick someone 

competent with good customer service. 

Design and scope. Break down a large design project into phases. I will give you three 

rounds of wireframes and the first round will be based on our conversations and you get a 

chance to look at all three and give feedback. I'll do a few more rounds and then we'll 

start the final design process. Several opportunities to let clients give meaningful 

feedback. After hitting budget, let client know and talk about wanting to revise an estimate 

or cut it off. Expectations managed in a written contract. Try to present three fairly 

different and be able to respond to elements of each that work and elements of each that 

don't. Have an extensive questionnaire that the clients fill out ahead of time. So have 

something to point to if they have changed their mind.

Very difficult to deal with clients that just say "when I see it I'll know". What do you do 

if you miss entirely? 

It is really a good thing to have a project manager around to represent the developers and 

designers. Able to shield the actual work. Like having a manager represent a celebrity. 

But that depends on the specific consultants and workers. Having a schedule that you create 

concrete steps with some flexibility within these steps.

Defining scope as a tug of war between client on one side and the vendor on the other. 

Clients are sometimes very aware that vendors should not just be dishing out favors and that 

this is a vendors livelihood. Tension is due to misunderstanding which is often caused by 

not sharing a common language. Important to ask the vendor when a question (especially about 

terms) comes up instead of asking coworkers or friends because the vendor you are working 

with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. 

Vendors try to control scope in order to protect themselves. You can never estimate 

everything. Functional changes in design is a terrrible thing. Good vendors will try to the 

best thing for you but also cover themselves.

Clients often fall into this idea where they want more, more, more for free on a very 

instinctual level and so clients need to be aware of this instinct and that it's very 

difficult for consultants to do that.

Expectation management happening on the client side. Clients are often middle people - 

having to report to their bosses.

What can we do if we don't ahve the privileges that consultants have? Talk in terms of 

capacity. If we want this, how can we support this without high level expertise on staff?

Managing who listen to who within an organization. A manager might see you as an expert in 

an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of 

stakeholders. Finding an internal tech team, the people who will be using it. 

Treat internal projects like client projects. Scope, budget, timeline. Have tools to 

integrate it. If there's something we're doing, but it's not a project, that's messed up. 

Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor 

funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the 

client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors 

to recognize that clients might not know what slamdunk projects. If there is an educational 

component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your 

client's knowledge base. Walking through scope with a client. At the end of the project 

(post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write 

content". Clients don't know what exactly what that means. Clients meeting their deadlines 

late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that?

The majority of our session was about open, honest communication about their needs and 

expectations. It's about a relationship and a partnership. A document is useless if no one 

reads it or pays attention to it. Sometimes it's essential to go through page by page and 

make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope 

and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the 

tools you're using. Making sure you're using the right tools for the right audience. Visio 

might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not 

work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if 

technically you are right, everyone is just unhappy. If you have to pull out the signature, 

then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets 

detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. 

Clients are very loyal and love good consultants and vendors. When they do their job well, 

they make the client look good.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When</title>
  <ns>0</ns>
  <id>191</id>
  <revision>
    <id>383</id>
    <parentid>382</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <comment>1 revision imported</comment>
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    <text bytes="5952" xml:space="preserve">=== Description ===

One of the keys to success in any project is knowing where you are in a project, and what changes can be made when. We will talk about strategies for breaking projects into chunks and phases, how to set criteria and decision points for each phase, using checklists and sign-offs to manage input, and recovery strategies for when your carefully laid plans go awry.

=== Session Notes ===

Notetaker: Ben

* go round of people, saying goals
** better estimating how long projects take
** software dev estimation - why does the last 10% take 90%
** good at the known - how to estimate the unknown?
** when is the project closed?
** pitfalls of time estimation
** hard communicating projects to client 
** how to communicate our process to clients
** how to reality check vendor timelines
** how do you know where you are at in terms of estimated time
** when you have gone over time, how do you manage that with clients and workers
* main things
** tools
*** favorite tool: the checklist
** tactics
*** client sign-offs
*** narrowing the cone of uncertainty
** principles
*** biggest thing: chunking things up to constrain uncertainty -- going over a week on a one-week chunk is not a huge deal, going for 2 months and realizing you're half-way done, is a huge problem
* what are some other ways to approach things?
** as a client with consultants, i give them a drop dead deadline, and work with her programmer to create a timeline, set a fixed budget
** checkpoint at 80% of project budget
* never offer a fixed bid on an 8 month development project
* definitely have a project manager who is staying on top of the status of the project
* new technology is both new technology, but it's also technology you haven't implemented before
* used an excel spreadsheet do detailed estimate of programmer time, multiplying development time by 3 for ones we haven't done. we lived in the spreadsheet for 3 weeks
* where we got burnt was value-engineering a budget and project, and we ultimately decided to eat that time. in the future we would ask that consulting time is paid for.
* we want to avoid that feeling that we "just have to get through this" and don't have any time.
* this is really when we're doing something new and different, not regular rollouts
* use the budget to get client to understand the trade-offs of this feature over that
* we did check against the spreadsheet estimates
* we were very honest with the client about what is possible and owning risks jointly with your client
* front-load the scary stuff
* estimate vs actual:
** we export the excel estimate to a CSV, import to salesforce, and map our time-logging to it so we can get really granular -- down to the requirement level.
* time-logging is mapped through salesforce to the original spreadsheet
* transparency: it's important to really work together on the checklist, and be sure we really have a complete picture of the project to be sure things don't crop up.
* we chunked things in a way that was completely counter to how the project actually played out on a technical infrastructure level.
* checklists, should they be provided by programmer or client?
** it's always a negotiation between all parties that have a stake in the work
** there are business milestones, technical milestones, etc
** it's important to make clear who is responsible for what
* don't be afraid to advocate for your needs, and to define the project process
* let's reexamine a project and the pathologies happening
** why didn't the ui get detailed sooner?
** there was a conflict between what the developers thought the process should be and what would have made more sense for the client and in terms of managing risks
* how much detail do you manage with a project that is already underway?
** if it's already going, at least getting a clear idea of the outcome would be helpful
* what does a client want to know?
** always over-estimate especially for time
** want to know the moment there is discomfort in the relationship and the developers are feeling like they can't make it
** create a place where developers can speak up comfortably
* estimation
** when a developer says it will take 3 hours, you have to add project management, design and q&amp;a, and contingency -- basically triple it
** stick to a methodology and evaluate based on it
* what about the situation of a client saying i want X features and X amount of money, how do you handle that? do you lower rate?
** prioritize. the dollar excercise (divide the dollar among 20 features)
** everybody can have sticker shock
* value engineering
** the idea is, try to get as much bang for the buck as possible
** if the client has $60,000 and we give them an estimate for $100,000, what are the features we need to let go of
** let's try to not do it for free, and be clear about how much the project is really worth with the client even if you do give a little and eat some hours
** here's a summary:
*** client: "we have $60,000"
*** vendor: "it will cost $100,000"
*** client: "we can't pay that"
*** vendor: "here's a project we can do for $60,000, and here's what it can do and here's what it can't"
* question: how many people do a project post-mortem with a client and internally
** i'm a firm believer in this
* one problem i'm dealing with with a current project is that there are so many requirements, i'm actually taking a lot of time simplifying and streamlining features. identifying and cutting those things that will blow up in your face
** pulling back from specific features to requirements
* let's have a conversation about meeting client's needs, and be really realistic
* set up a parking lot, put things in the parking lot you're not going to use right away
* what is a chunk? it's the smallest bit we can show to a user: here's a thing, look!
* setting up small successes every week
* its also helpful to figure out what you know and what you don't know, and manage the things you don't know</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:The MoveOn Process for Translating Technology Visions to Reality</title>
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    <id>385</id>
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    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="2397" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

Assumptions:&lt;br&gt;
* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically
&lt;br&gt;
Nail down the plan first&lt;br&gt;
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

Outline&lt;br&gt;
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)
Plan
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

Other issues &lt;br&gt;
* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

How to manage these projects remotely? &lt;br&gt;
* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:The Politics of Project Management</title>
  <ns>0</ns>
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    <id>387</id>
    <parentid>386</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="860" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:User Testing</title>
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    <id>389</id>
    <parentid>388</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="20274" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
- Laura: Go around the room!
- Tom: Point of Pain Personally
- Harvey: Need to get admins to listen to me
- Debbie:
- Trinh: Getting it right the first round sets things off right
- Spensor: Attempting to go paperless so more users using systems and how to get feedback
- Amanda: Large diverse org. need to collaborate &amp; pull people in early
- Briana: Same as amanda
- David: More of the same :)
- Jon: Eval &amp; Measurement
- Katey (?): Custom Dev. -- Design for development &amp; how to do that.
- Ken: Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
- Karen: Interested in the whole understanding site from user perspecitve
- Melinda: Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===
- Laura: Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.
- Laura: There's a whole span of user research.  Up-front to understad incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interative process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).
- Laura: Questions, reactions, etc.
- Karen: Card sorting?
- Laura: I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).
- Melida: I have been the subject....then what do you do?
- Laura: There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).
- Karen: What part of the process do you do this?
- Laura: Design level after you have a scope for the process.
  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labeled to get cues as to where to put things.
- Karen: These are the *end users* (either part of org. or otherwise)...do you pay 'em?
- Laura: Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?
- Melinda: This is the best idea I've heard in 3 years!
- Laura: It's a time-honored technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.
- Melinda: Seems like an easy way to get everyone involved.
- Jon: What are you trying to get...attitude, analysis?
- Laura: You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.
- Melinda: What about a survey to do the same thing?
- Tom: We've used questionaires for features!
- Katie: user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?
- Laura: Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.
- Melinda: Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.
- Laura: Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.
- Tom: The Humane Interface
- Melinda: Accessibility?  Is that still out there &amp; how does that interact with this?
- Laura: This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===
- Laura: Surveys are one method for understanding users' desires.
- Katie: Observation -- just watch users use the site and take notes.  We werew considering using gotomeeting(.com) to watch users use what you've developed for them.
- Laura: User test the current software or competitor's sites (or similar sites) to see how people use them.
- Briana: What do you watch for?
- Katie: We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.
- Laura: I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".
- Melinda: It's important to not to pre-training.
- Laura: You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.
- Amanda: I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?
- Laura: Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  YOu'd probably need to do 4 or 5 in a particular group.
- Melinda: I need to know how literate the potential users are.
- Laura: I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus gropu to ask them questions in aggregate.  I'm not a big fan since they give the illusion of gropu data, but it's not *actually* that you've probably got only one or two.
- Brianna: In an interview series, what questions would you ask?
- Laura: You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.
- Melinda: People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.
- Laura: To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activites in the neighborhood.
- Melinda: We need to figure out how to include the content of the video tapes.
- Jon: Is the goal to increase the broad usership of the site or to raise money?
- Laura: A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.
- Jon: If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.
- Melinda: At a certain point you need to ask people.
- Spenser: ideas.salesforce.com -- if you have a feature reuqest that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.
- Laura: If you had a motivated user base, then that might work quite well.
- Laura: I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"
- Jon: One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one.  YOu need to ask efficacy and user base quesitons first.
- Melinda: Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.
- Amanda: There are priority levels with various pieces of content.
- Jon: Do you have questionaires, do people fill 'em out?
- Amanda: Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.
- Jon: Analyze by click?
- Amanda: Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.
- Jon: It's not very personal to just have a generic questionaire.
- Laura: Other questions?
- Ken: I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).
- Laura: How are you using web stats?
- Melinda: I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.
- Ken: How do you react when audiences do something counter-intuitive?
- Brianna: One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.
- Jon: Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.
- Spenser: Then maybe you create the form for recommendations.
- Brianna: We're getting comments on the blog too and lots of people get very involved there.
- Laura: In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very pastionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnograpic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.
- Debbie: One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.
- Katie: It's scary to make yourself vunerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."
- Laura: There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.
- Brianna: Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?
- Melinda: E.g. "What is tagging?"
- Katie: I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda definining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.
- Jon: Is that beta testing?  Isn't there a big difference in the two audiences?
- Katie: Also user testing on back-end and that's what I'm thinking of here.
- Laura: I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.
- Melinda: Establishing a framework out front including terminology might help.
- Debbie: We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.
- Ken: How do you get the person to buy-in on that?
- Debbie: It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.
- Ken: I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.
- Debbie: It was very clear form the start of the project.
- Melinda: But the ED might have interfered with the collab.
- Debbie: YOu can't talk her out of everything!
- Jon: Did she need to suspend disbelief?
- Debbie: She just has lots of opinions.
- Jon: Boundary establishment.
- Debbie: It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.
- Karen: You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.
- Debbie: It was a very fast turnaround so everyone knew we needed to keep it quick as possible.
- Harvey: We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.
- Laura: So were you cutting controversial things?
- Harvey: It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!
- Laura: There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?
- Tom: Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overriden by admin."
- Laura: Will this work for internal projects?
- All: NO!
- Ken: I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.
- Tom: I have ruled with an iron fist and insisted on getting people to work with me a certain way.
- Ken: Yeah, that won't work for me with my internal code of ethics.
- Harvey: I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"
- Laura: End of Time.  Takeaways/Ah-has?
- Katie: Card sorting
- Ken: Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.
- Jon: It's too amorphous a subject.
- Melinda: I like to hear that others are trying to use statitistics
- Debbie: It was inform with nothing written. (Going live June 16th)
- Katie: The resources that were thrown out there.
- Debbie: TCG is design and CivicAction is doing back-end.</text>
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<page arvcontinue="20160113173542|299">
  <title>WestCoast2008:What Should a Web Site Cost?</title>
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    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
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    <text bytes="11954" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

3 levels of websites: 
Brochure website
Contact MP
Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
$75-125 NGO rate.
800 to upgrade Drupal
4 year web budget under $10k

Independent contractor. $65-150. 
Baseline 5 page $1500-$5000. 
Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
Good for market. Long term contract lockin. 

Types of participants in web development: 
Platform players.
Services &amp; Vender.
Consultants

Website consultant: using Drupal, Theming
$80-150/hour. sliding scale
Branding and media strategy
$5k- $10k for branding, treatment, design

Americorps Vista. Created Website brochureware, searchable database.
$3k fee equivalent. 

C Tech
$75-100/hr
Brochureware minimum $2k. DRupal implementation. Colors in std theme. Logo.
Add custum theme development. 
McWebsites up to $15,000
All Drupal. 

Onenw
Plone shop affects hosting costs. 
Hosting rates 
Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
High touch design, change orders, prices go up. $10-30k for major design and trade offs. 
Pricing is good information forces both to be honest. 
$50-100k for crazy design stuff. 
Advise clients for upgrades after 3 years. 20-30% of project budget. 
Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service. Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 

Python programmers? Not many known.
PHP programmers – some will create code for food. 

ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 

Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 
Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realisestate. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 
Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and intelinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 
- Change wordpress themes and org maintain
- CVCRM and Drupal. 
- design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
- high end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 
Extra thing. Not typical client. 
-	Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k. 100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
-	- no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 
Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can moblize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studeio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern povery law Center. Foundations. 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want rollout. Send it to others. 

Small shops are booked. 

“get more work than you can handle”
But not at capacity. Development on some, and further along. 
Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

organization to support people with life threatening illness. Brochure ware needs
to be redone. Flash on 2 pages. In house job. First it was letting peole know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launding and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual worlkd enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
Includes inhouse designer and trainer. 
$95/hour for design
Hosting $40-65/month includes tech support and email. 
Custom projects start $15k. Less not viable. 
Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of diff ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
Get templates and install them. 
Cost for implementation $4k-10k. do fixed costs esier for clients. 
Very little brochure ware doesn’t make sense when using a CMS system. 
Host workdpress and the other bit. 
Mostly $6,500 add 30-40%. 
Host $50/month w/ ½ hour support. 
$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool w/ added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/launch. 

Choices 
Fixed bid
Creeping hourly
Cap
Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue w/ fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production bc bad or no RFPs. Then estimate. Range on first part. Fixed. 
2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 
3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
High touch strategy component – planning re audiences. 
More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

Report back: 
Share AHA:

1-	get paid for pre-production work hourly, esp for big projects. Before you starte active project management. 
2-	Upper cap to project cost.
3-	Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
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<page arvcontinue="20160113173542|299">
  <title>What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>196</id>
  <revision>
    <id>393</id>
    <parentid>392</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <minor/>
    <comment>1 revision imported</comment>
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    <text bytes="404" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113173542|299">
  <title>What do I want to talk about today?</title>
  <ns>0</ns>
  <id>197</id>
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    <id>395</id>
    <parentid>394</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="1310" xml:space="preserve">
What do you want to talk about today:

*Maganing up
*Web analytics
*Microsoft project
*Cross sector collaboration
*Rapid and agile development
*Managing your managers
*Managing customizations for a product
*Evaluation, during and end of project
*Diagraming website
*Making peple more confortable with tech in the organization
*Integrating wikis in website
*Communications, managing up
*Making a non profit more project friendly
*CMS open source vs commercial
*How to be not nice without being mean
*Making collaboration a partnership work
*Reliable places to go for technical issues
*Practical ways of salvaging an iterative trainwreck
*Managing troublesome project participants
*Alternatives tools to basecamp
*Open source CMSs ++
*How to get customers what they really want
*Reliable resources for tech info
*When is custom worth it
*Best PM tool
*Buy vs. Rent
*How do people manage projects
*Budgeting and costing
*Article fodder
*Agile approach ++
*Controlling internal communications,  email phone calls
*What deptment is your webmaster in and who do they report to
*User friendly wiki PM
*Non technical people in the team
*Keep timeline when there are other responsibilities
*When is it legitimate to cut corners in PM
*Big organizations make good decisions before they are beyond the point of no return</text>
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<page arvcontinue="20160113173542|299">
  <title>Whirlwind Discussion of Project Management Utilities</title>
  <ns>0</ns>
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  <revision>
    <id>397</id>
    <parentid>396</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2640" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----


===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AHA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
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<page arvcontinue="20160113173542|299">
  <title>Writing an RFP for a web project</title>
  <ns>0</ns>
  <id>199</id>
  <revision>
    <id>399</id>
    <parentid>398</parentid>
    <timestamp>2016-01-13T17:35:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="476" xml:space="preserve">=== Description ===

Creating an RFP (Request for Proposal) is a challenging process. RFP authors have the thankless balancing task of including all necessary requirements, while making sure the document is not off-puttingly large and unwieldy. This session will look at what makes a good RFP for a web project, and what it takes to get there. Participants should bring their own RFP questions and experiences to share.

== Session Notes ==

Session notes will be posted here.</text>
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</page>
<page arvcontinue="20160113173542|299">
  <title>Main Page</title>
  <ns>0</ns>
  <id>1</id>
  <revision>
    <id>400</id>
    <parentid>129</parentid>
    <timestamp>2016-01-13T17:37:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3677" xml:space="preserve">= Managing Nonprofit Technology Projects Wiki =

Welcome to the wiki for Managing Nonprofit Technology Projects. 

This wiki is used to document event proceedings and support other event-related collaborations. It is also used as a collaboration hub for ongoing knowledge sharing.

If you are new to wikis, see the '''[[Getting Started|Getting Started]]''' page for tips and documentation links.

== MNTP DC 2010 ==

MNTP DC 2010 is being organized by [http://aspirationtech.org/ Aspiration] and [http://citidc.com/ Community IT Innovators (CITI)].

The event will take place on 8 and 9 February 2010. We will use this wiki to collaborate before and during the event.

=== Agenda, registration, and logistics === 

* '''[[Event Agenda]]''' and '''[[Event Agenda Guidelines]]'''
* Meet the '''[[Event Facilitators]]'''
* '''[https://salsa.democracyinaction.org/o/300/event/checkOut.jsp?event_KEY=51455 Event Registration]'''
* '''[http://www.aspirationtech.org/events/mntp-dc/2010 Aspiration MNTP DC 2010 event page]'''
* '''[[Event Logistics]]'''

=== Collaborate! === 

* Join the '''[mailto:sympa@lists.aspirationtech.org?subject=subscribe%20mntp-discuss Event Mailing List]''' to participate in discussions about the event!
* IRC: #mntp on irc.freenode.net
* '''[[Blogging MNTP]]''' - Link from here your blog posts, wiki posts, videos and any other online references to the event!

=== Tag! ===

If you're tweeting, blogging, posting photos, tagging links or anything else, please tag them with 

* #mntpdc
* #aspirationtech
* #citidc

=== Other stuff ===

* Help us build the list of '''[[Nonprofit Technology Project Management Resources]]'''
* Share your thoughts on the '''[[Future of the MNTP Wiki]]'''

== Past MNTP events ==

=== MNTP DC 2009 ===

MNTP DC was organized by [http://aspirationtech.org/ Aspiration] and [http://citidc.com/ Community IT Innovators (CITI)]. The event took place on 22 and 23 July 2009. 

* '''[[DC2009:Event Agenda|Event Agenda]]'''
* '''[[DC2009:Event Facilitators|Event Facilitators]]'''
* '''[http://www.aspirationtech.org/events/mntp-dc Aspiration MNTP DC 2009 event page]'''

=== MNTP West Coast  ===

Managing Nonprofit Technology Projects West Coast took place in May 2008 in Oakland, California. 

For complete details on the event, click through to:

* '''[[WestCoast2008:Event Agenda|Event Agenda]]''' and '''[[Event Agenda Guidelines]]'''
* '''[http://www.aspirationtech.org/events/mntp-sf Aspiration MNTP West Coast event page]'''

=== MNTP New York ===

The inaugural MNTP Took place in New York City on January 10th and 11th, 2008. The following are links to the session notes and other event details.

* MNTP NY '''[[NewYork2008:Event Agenda|Event Agenda]]''' and '''[[Event Agenda Guidelines]]'''
* MNTP NY '''[[NewYork2008:Event Logistics|Event Logistics]]'''
* '''[http://www.aspirationtech.org/events/mntp2008 Aspiration]''' and '''[http://idealware.org/mntp.php Idealware]''' MNTP New York event pages
* Looking for the sticky notes on the walls? Make sure yours are included! Color sticky notes? go to [[Interactive Agenda Clustering]]. Yellow stickies with colorful smaller stickies? go to [[Interactive Software Mapping Exercise]].

== About this wiki and the MNTP program ==

=== Acknowledgements ===

MNTP-DC is co-organized by [http://aspirationtech.org Aspiration] and [http://www.citidc.com Community IT Innovators (CITI)].

The MNTP NY and West Coast events were co-organized by [http://aspirationtech.org Aspiration] and [http://www.idealware.org Idealware].

=== Licensing ===

Content on this wiki is available under [http://creativecommons.org/licenses/by-sa/3.0/ Creative Commons Attribution-ShareAlike]</text>
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<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Selecting and Recommending Tools – The Idealware Process</title>
  <ns>0</ns>
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    <id>401</id>
    <timestamp>2016-01-13T17:42:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <comment>Created page with "=== Description ===  Laura Quinn will describe the Idealware methodology for gathering collective software knowledge in specific software categories, as well as their approach..."</comment>
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    <text bytes="468" xml:space="preserve">=== Description ===

Laura Quinn will describe the Idealware methodology for gathering collective software knowledge in specific software categories, as well as their approach to assessing tools and evaluating appropriate uses. Case studies will detail past tool reports, and participants will work through key steps in the Idealware process in a software category decided by the group in the session.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  <revision>
    <id>435</id>
    <parentid>401</parentid>
    <timestamp>2016-01-13T18:51:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="468" xml:space="preserve">=== Description ===

Laura Quinn will describe the Idealware Methodology for gathering collective software knowledge in specific software categories, as well as their approach to assessing tools and evaluating appropriate uses. Case studies will detail past tool reports, and participants will work through key steps in the Idealware process in a software category decided by the group in the session.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
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  <revision>
    <id>402</id>
    <parentid>15</parentid>
    <timestamp>2016-01-13T17:48:10Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <format>text/x-wiki</format>
    <text bytes="2582" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's His Experience
* The web development process includes all areas of the nonprofit and thus requires buy in from most staffmembers
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael Share's His Experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
* Must communication website vision&lt;br&gt;
* Must articulate goals&lt;br&gt;
* Do a content inventory of current site&lt;br&gt;
* John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the  process more complex and delayed.&lt;br&gt;
* Focus on developing a dialogue with the visitors of your site.
* Content contribution doesn't necessarily have to be democratic among staffmembers; better content is developed by authors with a focused message.&lt;br&gt;
* 7 choices or less of weblinks on a page.</text>
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<page arvcontinue="20160113174253|401">
  <title>So You’ve Been Drafted – the Accidental Technology Project Manager</title>
  <ns>0</ns>
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    <id>403</id>
    <timestamp>2016-01-13T17:55:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <comment>Created page with "=== Description ===  So you find yourself in the role of a technology project manager - what now?  This session will discuss what you might want to know (and how to learn it),..."</comment>
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    <format>text/x-wiki</format>
    <text bytes="311" xml:space="preserve">=== Description ===

So you find yourself in the role of a technology project manager - what now?  This session will discuss what you might want to know (and how to learn it), what things you probably don't need to know, and some key factors for success.

== Session Notes ==

Session notes will be posted here.</text>
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<page arvcontinue="20160113174253|401">
  <title>Collaborative Tools</title>
  <ns>0</ns>
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    <id>410</id>
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    <timestamp>2016-01-13T18:03:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4149" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*conference Calls
*Emails
*googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--lenght of collaboration--amount of planning
*compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
cons:  not as easy to understand, better for tech savvy, dfficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
pros:  simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
cons: individualnot group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
pros:  flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
cons:  user adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
more:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  one question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
cons:  bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
more:  good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
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<page arvcontinue="20160113174253|401">
  <title>DC2009:Client Perspective on Software Development Projects</title>
  <ns>0</ns>
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  <revision>
    <id>411</id>
    <parentid>39</parentid>
    <timestamp>2016-01-13T18:04:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3286" xml:space="preserve">=== Description ===

This session will examine what it is like to be on the receiving end of a software development project. Dealing with vendors, making sure implementations match needs, and managing technology issues that are controlled by others will all be covered, and participants are encouraged to share their own stories.

== Session Notes ==

What Clients Need to Know About Working w/ Vendors - Oksana

Key point: Client needs to take ownership of their project.

Homework
* Define your task
* Assemble your team
* Document everything (expectations, strategy, reasons for decisions, risks, project work plan)
* Establish process for future management communications strategy

You don’t need technical skills to run an app dev project

Kick-off meeting w/ vendor
* Build a relationship
* Vendor introduces project methodology (project life cycle)
** Discovery/project planning
** Design
** Development
** Delivery/launch
* Establish communication channels
* Balance: the client is always right vs. vendor expertise

Discovery/Project Planning
* Establish communication channels:
** Vendor: weekly project status report; budget update
** Client: info about current processes and system in place (use prepared documentation)
* One POC: vendor project manager to client project manager
* Keep track of all communications
* Be realistic about scope and deadlines
* Vendor deliverables: maps, wireframes, requirements, timeline, budget
* Client must sign off on all of this

Design Phase
* Have a small number of people who will sign off on design
* Share org’s design guidelines w/ vendor
* Kick-off design meeting (design questionnaire, number of design rounds)
* Vendor deliverables: mock-ups or HTML
* Client must sign off on design and code

Development Phase
* This is the phase where things go wrong – this is not the phase for the client to disengage
* Vendor must present weekly updates and scope changes
* Client: be thoughtful about number and scope of changes – sign off on any changes that adjust timeline and budget
* Will vendor deliver on time?
* Will vendor deliver on budget?
* Client must monitor: launch date, moving nonessential items onto a wish list – sacrificing perfect to the good

Launching
* Vendor deliverable: beta testing
* Client much create testing plan
* Client must fully engage w/ testing
* Launch
* Repeat testing

Importance of client testing:  they should be motivated to try to break it (whereas the developer just wants to see it work)

Shared responsibility for sharing expertise/best practices – common interest in success – it is a partnership

But it’s hard for a small, overstretched nonprofit to engage sufficiently to create/fulfilling that partnership

There can be a need for the vendor to do some of the client’s tasks for them

But there need to be clear boundaries and role definitions in the relationship 

Client needs to understand the reasons why/the roots of established business processes

Ah-ha's:

* My relationship with my vendor is all wrong
* Importance of doing thorough testing
* We’re all dealing with similar issues
* Importance of speaking up when the relationship isn’t working
* A good client is a passionate client that asks clients
* Clients need to take full ownership of their projects</text>
    <sha1>6c3076ba8e4a6f980ba2cb3532fb6c758da09d81</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>DC2009:Managing Database Projects</title>
  <ns>0</ns>
  <id>26</id>
  <revision>
    <id>412</id>
    <parentid>51</parentid>
    <timestamp>2016-01-13T18:05:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="930" xml:space="preserve">Community IT Innovators

Help clients in software selection projects

Work with associations primarily, donor management, fundraising

Democracy in Action (Salsa) as cheaper than CapWiz

The steps to choosing a database system:

* What are the requirements, what are they trying to accomplish with the database?
* What are the barriers to understanding this?  Organizational, don’t know what you need! Do what you need to do to find out what you don’t know!
* Clearly define current business processes
* CiviCRM: Drupal based, need to find a developer who specializes
* Salesforce: commercial product, hosting, leader of cloud computing (customer doesn’t maintain infrastructure at all)
* eTapestry: Donor management focus, web-based database
* Neon: Online hosted database, non-profit focus, affordable, good for integration
* Association Management Systems vs. CRM: membership, trade, etc.
* Members Only (DC based)
* ISSI</text>
    <sha1>92da72dee9739fa34eee041392446064819faf6a</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>137</id>
  <revision>
    <id>413</id>
    <parentid>275</parentid>
    <timestamp>2016-01-13T18:11:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="428" xml:space="preserve">=== Description ===

Some of the most universal project management challenges in nonprofit technology revolve around websites, whether it's creating a new one, upgrading an old one, or just maintaining the current one. This session will provide an overview of website project management, and follow a question-driven approach to address participant needs and curiosities.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>Navigating internal politics and relationships</title>
  <ns>0</ns>
  <id>85</id>
  <revision>
    <id>414</id>
    <parentid>171</parentid>
    <timestamp>2016-01-13T18:29:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3854" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt;In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;Ah-ha's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>018bd9d1ba13e8a118595a40fe5312b5e991f7f3</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Agile Project Management</title>
  <ns>0</ns>
  <id>88</id>
  <revision>
    <id>415</id>
    <parentid>177</parentid>
    <timestamp>2016-01-13T18:30:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4064" xml:space="preserve">=== Description ===

What's the difference between project management methodology and software development methodology? What's the difference between (so-called) "traditional" project management and agile project management? When the Agilists today talk about traditional project management, don't they really mean ''bad'' project management? Can traditional project management be good (and if it is, it is agile)?

In this session we will: 

* Talk about the difference and overlaps between project management methodology and software development methodology
* Talk about some of the perceived and some of the very real differences between traditional and agile project management 
* Share experiences using agile methods to manage software development projects

=== Session Notes ===
Agile Project Management

Defining terms: Agile vs. Traditional (Waterfall)
Read the “Agile Manifesto” – the defining document written by software developers.

Some qualities of an Agile method:
* Agile does not mean early launch. 
* More about simplifying the process, evaluating as you go.
* No large document/budget to sign off on at the start. 
* Requirements are modified as you go.
* Decisions are made on an ongoing basis
* Stories (as a unit of measurement) rather than requirements. Stories reconnect the client with the overarching goals.
* Certain amount of stories per iteration (phase).
* Bill by time/materials.
* After iteration, reevaluate priorities and move to the next specification/iteration (collection of stories).

Books:
* Agile Software Development
* Managing Agile Projects, by Sanjiv Augustine
* Agile Project Management Using Scrum

Discussion of SCRUM (one way to use Agile): 
Teams of developers who come together every day to ask, “What did we do yesterday, what will we do today, and what stands in our way?” Plan “sprints” (iteration) of thirty days. Assign “points” to each story – more points for more work – and decide how many points can be finished. Large stories are called “epics” and are divided into smaller stories. Deliver and test at the end of each iteration. Client representative is involved in the process so they can give immediate feedback. Revisit priorities. Decide on next sprint.

Concerns about Agile:
* How do you deal with budget? Yes, this method is problematic with a fixed price. But you can still do an overarching document at the start so you can track money – put it on a wiki and revisit it often. Can be revised, not written in stone, but still important to have a general sense of how much money is left. Lessens chance of “scope creep” or going overbudget – constant reevaulation.
* How do you manage client anxiety? They do need to trust you.
* Client has to be more involved. Gather stories, be available for questions from developers.
* What about documentation? It is still important, but everything is not specified to the letter.

Two members described their experience working on traditional project, working in a general agile style, and using the scrum method.

Discussion of Extreme Programming (another way to use Agile):
* Team up developers so one is coding and the other is testing, helping, etc.
* Doesn’t cost more, can save money.

Sometimes when people refer to traditional/waterfall methods, they really mean “bad” traditional method. There can actually be a middle ground. More about changing the terminology and expectations. More about delivering value.

Importance of “soft skills” when using this method. Need to be positive, encouraging. Lots of face time, etc. 


AH-HA’s
* PM vs Software development – they are very different.
* There are less differences than you might think before the traditional and agile methods. Can still do work breakdown process and have a budget. More about a different way to look at the same thing. Focus on process and value. Connect back to intangible goals/mission.
* Simply doing things in chunks is a revelation.
* Things can be changed later!
* Really just admitting that you can never control scope.</text>
    <sha1>52d461d9cb9ed06b708ce8044d95389d97105f08</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Challenges of remote collaboration</title>
  <ns>0</ns>
  <id>91</id>
  <revision>
    <id>416</id>
    <parentid>183</parentid>
    <timestamp>2016-01-13T18:32:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2933" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

*TRUST* is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--Multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, what are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online</text>
    <sha1>91f4a0fa794d51713aa2e6149ab1efcc5775b6db</sha1>
  </revision>
  <revision>
    <id>417</id>
    <parentid>416</parentid>
    <timestamp>2016-01-13T18:32:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2935" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

* "TRUST" is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--Multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, what are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online</text>
    <sha1>44e74c567d23e9b3ff82973f7cddf0b13faf444d</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Evaluation in PM</title>
  <ns>0</ns>
  <id>94</id>
  <revision>
    <id>418</id>
    <parentid>189</parentid>
    <timestamp>2016-01-13T18:34:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3841" xml:space="preserve">Evaluation and Project MGMT Pain

===Why we're here===
# Determining ''how'' to know confirm that sinking feeling that the project isn't going well 
# What do do with evaluation results to determine
# Constructive ways of salvaging
# To talk about structured evaluations - documentation, etc.

Projects ''should'' have time for evaluation built into the budget.

Ongoing evaluation leads to ongoing improvement

=Evaluation Strategies=
* Build it into the budget
* Educate a project team up front - make them evaluation friendly
** Team members should be comfortable with having outcomes evaluated
** Goals that follow [http://en.wikipedia.org/wiki/SMART_(project_management) SMART] - Realistic, Time-Based
* At the beginning determine ''what will make the project a success''
* Treat each phase as a separate project
* At the end of each phase, evaluate to determine if goals have been met
* Have a ''weekly'', ''regular'' meeting of the core group
* Close every meeting with a round-the-table reaction and ''documenting'' those feelings
** One participant mentions how his team closes every meeting with a "good though" from each member
* Be wary of one person being able to skew evaluations and projects
* Set up evaluation metrics and structure
* Be aware of different evaluation needs? Is an outside party going to evaluate this as well?
* Layout the evaluation plan (like a grant) with a logic model of Goals, Inputs and Outputs
* Move towards having a structured evaluation along the way
** Document Check-ins
** Look at website statistics at each phase

=Structures and Methods=
* Make sure that you check any changes against the initial set of requirements and agreements

==Risks==
* Track lists of risks
* Brain-storm risks - participants not allowed to stop until they get silly
* Keep people aware that there can be positive risks and negative risks
* Determine the low-medium-high probability of risks
* Determine strategies for risks (mitigate/tolerable)
* If this is done well, then it can be reported 

=How to Get Buy-In on Evaluation Time=
* 15 minute stand-up meetings
* Off the top evaluation in the budget
* Work with a project-friendly organization :)
* Luck

=Client/Vendor Difficulties=
* Vendors and Clients should be open and ''talk about how communication'' itself is going.
** Clients want to know if they're difficult to deal with
** Clients want vendors to tell them what they need and to keep them informed
* Making sure that the client know that their inputs are understood
* Vendors may be fearful of disappointing the client - this needs to be overcome
* Be ''up front'' and clear about building a '''relationship''' between client and vendor - set the tone and maintain it
* Transparency
* ''''Evaluate'''' the relationship

=J's Project=

For the five that hadn't heard:
J came into a job as the chief writer and editor for the "rebuild of a an 8 or 9 year old website".  On the second day they showed screen shots of the new website and it was horrible.

J set up a meeting with a vendor. There was minimal, esoteric documentation. The decisions on features and changes that the vendor had made were signed off on by a passive project manager.

J had an outside tech evaluation of the site and found that the vendor had been fleecing them - hosted solution, custom CMS.

J is now asking them for a itemized list to determine what was obtained for their money.

Vendor sent them an email in October saying Pay us. Then in November said "Pay us or we'll unplug you."

Vendor refuses to provide files/MySQL tables because it's a custom CMS.

=Group Advice=
* This is a failed contract - J is now having all contracts reviewed by counsel
* Leverage the contract to ''get your data''
* People have to heal and be heard ''and'' J is in a good position because she isn't to blame for any of the projects faults</text>
    <sha1>f871e43dbcf09cce86976941514fbbd4a9a8be35</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Interactive Agenda Clustering</title>
  <ns>0</ns>
  <id>100</id>
  <revision>
    <id>419</id>
    <parentid>201</parentid>
    <timestamp>2016-01-13T18:36:54Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7686" xml:space="preserve">Clusters:

Remote teams
*how to manage remote teams effectively
*managing projects from multiple locations
*managing teams across distances
*how to manage distant clients

How do I rescue a failed project?
*Dealing with problems within projects
*being a "rescue swimmer" for a failed project
*how to deal with failed projects that are not your fault
*what to do when you inherit someone else's project

Software Development:
*project management in software development
*how to plan for and determine scalability of projects functionality
*what happens after close launch or phase
*after the launch, project management part deux
*how to get people in organization to take responsibility of updating website
*projects that wont close:  when to call it quits

Embracing Risk:
*accepting the existence of risk and planning to handle things that may go wrong and mitigate their effects

Web Design:
*true or false 2-3 clicks tops to get info on site
*best practices in web navigation and architecture, what gets cut

Values:
*cultural politics and prejudice within a team, tech vs notn tech, age, female, male
*how to facilitate education, buy in and shared goals
*how can technology align right on organization mission
*balance the client satisfaction with my vendor sense of what is good (a good outcome)
*communication between tech people and program people
*how to convince non-profits that project management techniques are worthwhile
*how to deal with organization politics and personalities
*managing expectations in-house: how to manage a supervisor who does not have technical knowledge and unrealistic expectations?

Resources:
*what are the best practices in scaling up a social networking website
*managing projects as an accidental team, low tech skills
*get strategies for project costing
*managing projects as an accidental project manager
*what are the top resources website of the topic of website project management

Tools:
*project management communication, best practices and tools for collaborations
*what people are using to manage projects
*basecamp vs. sharepoint vs msproject
*best project management tools
*what skills/tools are useful for managing multiple projects at once
*wiki based project management, enhance collaboration, efficiency, communication, better documentation
*how do people use mind mapping
*what tools are people using out there? esp. for virtual teams

Money:
*how do I convince a client to pay for testing
*is it ok to charge ngos market rate for something I've already built?
*webiste costs, to build, to maintain, non profit rates
*how to control client communication and how to budget for it
*how to put a price on your time
*how do we use technology to generate revenue for the organization?
*what part of overall project cost should project management consume?
*what percentage of budget should be PM?
*how to create a technology budget and grow it
*selling founders on investing in ongoing support for technology
*making the case for long term technology needs of nonprofits to founders and grant-makers
*how do small non-profits decide which projects they should focus on? prioritize

Scope Creep:
*concrete solutions for mitigating scope creep
*how do people manage scope creep
*how to plan and manage for scope creep
*what are the dangerous hidden pitfalls of project management

Project Teams:
*balancing responsibilities between vendor, pm and org pm
*what technical requirements are require to support open source projects
*building a team considering personalities, strengths and work styles
*how technical does a PM need to be?
*is there a personality associated with a good PM?
*are in house IT departments dead?
*better? in house or outsource, how to decide
*in house tech staff vs. outsourced tech staff
*should there be more IT service providers in the np sector, is that financially viable?
*how to form and effective project team
*how do we staff projects
*how to deal with make it so supervisors
*building project teams team personalities iterative vs. one shot
*gender dynamics in PM 
*what techniques do you use to keep clients and projects on a timeline
*project evaluation processes
*juggling multiple roles

Discovery process, planning phase:
*incorporating technology to the strategic planning process
*how to say no
*when it is time to stop planning and jump in
*solutions for setting clear expectations
*what goes into the planning phase
*I'd like to know more about how to determine benchmarks for planning and testing phases of web re-design projects
*big spec, menu or cowboy coding?
*what are good rations between planning, implementation, feedback, management etc?
*how do you know when to stop initial scope and requirements gathering
*balancing planning vs. building something quickly
*lessons from agile project management
*would like to hear more from folks who've managed more iterative projects (vs. lots of planning and requirements then development)

Communications Issues:
*diplomacy, accountability and how to ask hard questions
*communication issues
*how should one manage communication with stakeholders
*building a long term technology plan in a crisis situation
*how to adequately describe and prepare clients for scope of project
*solutions for mitigating communication issues
*talk about ways to get buy in from those difficult, yet key decision makers in projects
*fad management (ie. we should do one of those blog things)
*how to arrive at consensus around businesses objectives and processes among stakeholders on projects
*how do you achieve consensus throughout an organization.

Organization Culture:
*how do I figure out who's really in charge
*how can PM be used as a tool for organizational change
*How prioritize technology within an organization
*how does one justify PM
*defining project roles in both organizations and vendor, mutual understanding
*how to introduce technology for tech reluctant people
*understanding project roles in tech projects
*managing projects with multiple stakeholders
*anyone else working on a project where you feel hindered by legacy code, decisions that were made years ago or developers who are protective of their old ideas?
*how to deal with the dynamics of interdepartmental demands
*how to encourage all employees to use all features of applications
*long  term needs (systems, maintenance) over short term 1 shot projects
*what are strategies for dealing with ineffective, unhelpful project participants
*how to get all levels of organization to learn about technology
*cultivating a project centric organization
*sheila mackenzie, says"there are many people in the sector who will bang on about changing the world, who will resist any effort to change the process of their own organization"

Uncategorized:
*Technology is not magic
*analysing web metrics
*how to streamline manage levels of PM, vendor PM, consulting PM, internal lead
*How to balance multiple projects
*Web content determination, what to keep updated and readily available, what to *archive and what to scrap
*time management

Buy vs. build vs rent:
*selecting software tools for the long term esp. if it is just you or few making the decision
*When how often should organizations evaluate and upgrade technology
*cost savings of easier more expensive software vs. cheaper higher learning curve software

Vendors:
*Common frustrations with vendors
*How can I find a great vendor who understands non-profits?
*How to choose the right vendor
*Who are reputable web hosting vendors?
*How to choose a vendor
*how to manage vendor relationships and problems
*How do you deal with multiple vendors on one project
*Dealing with vendors
*Who are the (dis)reputable domain registrars?</text>
    <sha1>002a39298c2b2820ee74606270f92bf95aedb976</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>103</id>
  <revision>
    <id>420</id>
    <parentid>207</parentid>
    <timestamp>2016-01-13T18:38:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4784" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?

A good product

Match between vendor core competencies and organization needs

Some personality match between vendor/consultant and organization

Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

Keep a professional relationship with a clear, well-stated contract

Vendors need to show the same accountability to non-profits as they do with their other clients

Service level agreements well-defined - on paper

Web-content ownership defined

Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

Emotional connection between vendor/consultant and organization can cause problems in projects

Need to have a comfortable working relationship for successful project completion

Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees


It is more efficient to work with fewer consultants/vendors for problem resolution and project success

Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

Avoid vendor lock-in when possible

Organizational empowerment

Vendors like to maintain dependence

Demand that vendors educate you on the technical setup in your environment so you can change vendors if necessary

Make sure you have an exit strategy if the vendor/consultant relationship does not work out

If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

Authentic communication between organization &amp; vendor/consultant - communication channels defined up front


*Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?

Vendor selection - research vendors online, word of mouth with similar organizations

RFP needs to be as specific as possible with requirements and schedule

Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

TechFinder website - vendors/consultants advertise services

TechSoup.org - good site with example RFPs and vendors that would be good

Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?

Communication - tell the vendor early in the process that you are not happy with their services

Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

Face to face meetings help a lot when there are large issues to address

Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?

Understand your needs now and how they will grow to ensure you vendor can handle them

Smaller agencies will provide more personal service but not always the best response


* AH-Ha's 

Communication with the vendor - single point of contact, well defined channels

Find a vendor whose core competency aligns with your core needs

Write a good contract to enforce requirements with a good exit strategy</text>
    <sha1>1c35f231383af8e5533e1e6d1f0c30446853c4cc</sha1>
  </revision>
  <revision>
    <id>421</id>
    <parentid>420</parentid>
    <timestamp>2016-01-13T18:42:12Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4830" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?


*A good product

*Match between vendor core competencies and organization needs

*Some personality match between vendor/consultant and organization

*Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

*Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

*Keep a professional relationship with a clear, well-stated contract

*Vendors need to show the same accountability to non-profits as they do with their other clients

*Service level agreements well-defined - on paper

*Web-content ownership defined

*Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

*Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

*Emotional connection between vendor/consultant and organization can cause problems in projects

*Need to have a comfortable working relationship for successful project completion

*Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees


*It is more efficient to work with fewer consultants/vendors for problem resolution and project success

*Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

*Avoid vendor lock-in when possible

*Organizational empowerment

*Vendors like to maintain dependence

*Demand that vendors educate you on the technical setup in your environment so you can change vendors if necessary

*Make sure you have an exit strategy if the vendor/consultant relationship does not work out

*If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

*Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

*It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

*Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

*Authentic communication between organization &amp; vendor/consultant - communication channels defined up front


*Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?


*Vendor selection - research vendors online, word of mouth with similar organizations

*RFP needs to be as specific as possible with requirements and schedule

*Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

*TechFinder website - vendors/consultants advertise services

*TechSoup.org - good site with example RFPs and vendors that would be good

*Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?


*Communication - tell the vendor early in the process that you are not happy with their services

*Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

*If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

*Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

*Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

*Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

*Face to face meetings help a lot when there are large issues to address

*Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?


*Understand your needs now and how they will grow to ensure you vendor can handle them

*Smaller agencies will provide more personal service but not always the best response


* AH-Ha's 

Communication with the vendor - single point of contact, well defined channels

Find a vendor whose core competency aligns with your core needs

Write a good contract to enforce requirements with a good exit strategy</text>
    <sha1>5b0c35fc1befa7079f9e62da7760d9dacdbfa4f9</sha1>
  </revision>
  <revision>
    <id>422</id>
    <parentid>421</parentid>
    <timestamp>2016-01-13T18:42:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4826" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?

*A good product

*Match between vendor core competencies and organization needs

*Some personality match between vendor/consultant and organization

*Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

*Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

*Keep a professional relationship with a clear, well-stated contract

*Vendors need to show the same accountability to non-profits as they do with their other clients

*Service level agreements well-defined - on paper

*Web-content ownership defined

*Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

*Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

*Emotional connection between vendor/consultant and organization can cause problems in projects

*Need to have a comfortable working relationship for successful project completion

*Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees


*It is more efficient to work with fewer consultants/vendors for problem resolution and project success

*Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

*Avoid vendor lock-in when possible

*Organizational empowerment

*Vendors like to maintain dependence

*Demand that vendors educate you on the technical setup in your environment so you can change vendors if necessary

*Make sure you have an exit strategy if the vendor/consultant relationship does not work out

*If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

*Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

*It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

*Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

*Authentic communication between organization &amp; vendor/consultant - communication channels defined up front


*Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?

*Vendor selection - research vendors online, word of mouth with similar organizations

*RFP needs to be as specific as possible with requirements and schedule

*Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

*TechFinder website - vendors/consultants advertise services

*TechSoup.org - good site with example RFPs and vendors that would be good

*Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?

*Communication - tell the vendor early in the process that you are not happy with their services

*Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

*If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

*Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

*Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

*Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

*Face to face meetings help a lot when there are large issues to address

*Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?

*Understand your needs now and how they will grow to ensure you vendor can handle them

*Smaller agencies will provide more personal service but not always the best response


* AH-Ha's 

Communication with the vendor - single point of contact, well defined channels

Find a vendor whose core competency aligns with your core needs

Write a good contract to enforce requirements with a good exit strategy</text>
    <sha1>40b3f1ea9cf2c84cbc7ad1b987dbc0bdeb78a851</sha1>
  </revision>
  <revision>
    <id>423</id>
    <parentid>422</parentid>
    <timestamp>2016-01-13T18:43:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4823" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?

*A good product

*Match between vendor core competencies and organization needs

*Some personality match between vendor/consultant and organization

*Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

*Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

*Keep a professional relationship with a clear, well-stated contract

*Vendors need to show the same accountability to non-profits as they do with their other clients

*Service level agreements well-defined - on paper

*Web-content ownership defined

*Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

*Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

*Emotional connection between vendor/consultant and organization can cause problems in projects

*Need to have a comfortable working relationship for successful project completion

*Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees

*It is more efficient to work with fewer consultants/vendors for problem resolution and project success

*Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

*Avoid vendor lock-in when possible

*Organizational empowerment

*Vendors like to maintain dependence

*Demand that vendors educate you on the technical setup in your environment so you can change vendors if necessary

*Make sure you have an exit strategy if the vendor/consultant relationship does not work out

*If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

*Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

*It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

*Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

*Authentic communication between organization &amp; vendor/consultant - communication channels defined up front

*Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?

*Vendor selection - research vendors online, word of mouth with similar organizations

*RFP needs to be as specific as possible with requirements and schedule

*Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

*TechFinder website - vendors/consultants advertise services

*TechSoup.org - good site with example RFPs and vendors that would be good

*Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?

*Communication - tell the vendor early in the process that you are not happy with their services

*Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

*If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

*Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

*Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

*Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

*Face to face meetings help a lot when there are large issues to address

*Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?

*Understand your needs now and how they will grow to ensure you vendor can handle them

*Smaller agencies will provide more personal service but not always the best response


* AH-Ha's 

Communication with the vendor - single point of contact, well defined channels

Find a vendor whose core competency aligns with your core needs

Write a good contract to enforce requirements with a good exit strategy</text>
    <sha1>1552799e951a15a5591b83122f056f7cbd1f53ae</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Navigating internal politics and relationships</title>
  <ns>0</ns>
  <id>106</id>
  <revision>
    <id>424</id>
    <parentid>213</parentid>
    <timestamp>2016-01-13T18:44:06Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3854" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt;In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>cf27a9e1ae558450f5a1a8186b76ca4db8dc5557</sha1>
  </revision>
  <revision>
    <id>425</id>
    <parentid>424</parentid>
    <timestamp>2016-01-13T18:44:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3855" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt;*In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>ce5a0e58df5ff14faf4670c66d119e85bb065b07</sha1>
  </revision>
  <revision>
    <id>426</id>
    <parentid>425</parentid>
    <timestamp>2016-01-13T18:44:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3856" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt; *In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>603f73608e07977fbb9d3950a5f2744f7121863f</sha1>
  </revision>
  <revision>
    <id>427</id>
    <parentid>426</parentid>
    <timestamp>2016-01-13T18:45:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3855" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

*&lt;br&gt;In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>ddc0a9f2d79179d88b8b915263bc9bd5bb03ae48</sha1>
  </revision>
  <revision>
    <id>428</id>
    <parentid>427</parentid>
    <timestamp>2016-01-13T18:45:20Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3854" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt;In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>cf27a9e1ae558450f5a1a8186b76ca4db8dc5557</sha1>
  </revision>
  <revision>
    <id>429</id>
    <parentid>428</parentid>
    <timestamp>2016-01-13T18:45:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3848" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

*In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
*Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>d37b6d6724433ffc4ea97ca7648a36db1a3d54ae</sha1>
  </revision>
  <revision>
    <id>430</id>
    <parentid>429</parentid>
    <timestamp>2016-01-13T18:47:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3725" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

*In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
*Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
*Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
*People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
*Having a decision maker that does not understand technology causes a lot of extra work
*Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
*Forces PMs to think carefully about projects and what they are doing
*Rephrasing things in layman's terms can help PMs fully understand the project/technology
*Need to communicate the changes fully to decision makers so they care/are interested in trainings
*Personal training sessions for technophobes help them understand technology the way they need to

*Managers that "think" they know a lot about technology - challenging, annoying
*Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
*Why? is always a useful question - why is it needed? what is the purpose?
*Delegate right back to person who requests things - ask them to document what they want and often it won't happen
*Who is going to maintain cool, new ideas in the organization?

*How to have conversations about technology with people who are scared of it
*Point to concrete outcomes - time saving, money saving, money making
*Stress in dealing with anything technological
*Lure people into participation with simple explanations and technical implementations
*Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
*"Hot swapping is like working on a plane when its in flight"

*Wanting more involvement from higher ups but not getting it
*Iterative production for projects where there is not a lot of direction - expect changes
*Don't become too wrapped up in the dysfunction and withdraw
*Need to have a positive attitude or move on

*"Planned vs. emerging projects"
*Articulate costs so everyone understands the costs of random projects that come up
*Pressure for web-based projects - everything needs to be web-based
*Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
*Establish strong boundaries - give people rules to follow when working with you
*"Become the constant buzz-kill" to people's last minute project ideas

*Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
*Project Management is not a series of switches, its a series of dials - gentle adjustments
*There are some people you have to circumvent

*How to get everyone involved in an IT project - even if they're not interested
*Feed them to get them involved in training/testing
*Logmein.com - website with shared desktop tools to help train remote people
*You may need to try different things to get them involved - face to face interaction
*Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
*Educate end users to ease anxiety
*A picture is worth a thousand words
*Understand that you have to become the constant buzz kill to "emerging projects"
*Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
    <sha1>bc55e88102dafce27e26b4ba8f9f95bb7ae0a0fe</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>109</id>
  <revision>
    <id>431</id>
    <parentid>219</parentid>
    <timestamp>2016-01-13T18:48:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4629" xml:space="preserve">== Description ==

Do you really want to "buy" a web site or database? Or do you want to develop
a strategic partnership to continunously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on
good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to
overcome that?

== Discussion ==
'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

power dynamic -- specialist expertise power vs financial power
contract, payment, transaction, monetrary,

independence, finite scope, interdependence -- can be collaborative or hierarchical
not on staff
asymmetry of knowledge -- knowledge about organization vs specialist-consultant knowledge

client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues VS client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
    <sha1>09804a86f1a0445b9046f69248d913510b64b319</sha1>
  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>112</id>
  <revision>
    <id>432</id>
    <parentid>225</parentid>
    <timestamp>2016-01-13T18:49:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2036" xml:space="preserve">'''Software and Database Development'''
&lt;br&gt;Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.

''question: why does it seem that people are moving more towards software development projects?''
&lt;br&gt;- people want to use software to resolve issues but would like to leave the project management to others
&lt;br&gt;- industry is buying into software, but pre-packaged programs don't exist for that industry

&lt;br&gt;'''Pain points:'''
&lt;li&gt;Interface between project and IT departments
&lt;li&gt;Feeling responsible for the growth of the whole field
&lt;li&gt;Figuring out what people actually want (needs assessment)
&lt;li&gt;Different types of personalities on the team
&lt;li&gt;Politics interfering with the management of the project
&lt;li&gt;Corporate refugees adjusting to the culture of non-profit
&lt;li&gt;The many hats one project manager has to wear
&lt;li&gt;Not enough systems thinking
&lt;li&gt;Feeling overwhelmed
&lt;li&gt;Scope changes in the middle of the project - how to prevent? &amp; -how do deal?
&lt;li&gt;Competing interests
&lt;li&gt;The accidental PM
&lt;li&gt;Split between techies and non-techies
&lt;li&gt;Immediate demands vs. best practices
&lt;li&gt;Rationale for variation
&lt;li&gt;*the initiate to plan phase is where most of these come up

&lt;br&gt;&lt;br&gt;'''Interests:'''
&lt;li&gt;Collaborating with others
&lt;li&gt;Solutions for dealing with non-profit culture
&lt;li&gt;Some high-level technology training for the upper management

&lt;br&gt;&lt;br&gt;'''Tools:'''
&lt;li&gt;Magic 8-Ball
&lt;li&gt;Base Camp
&lt;li&gt;Book about Project Management, by Project Management

&lt;br&gt;&lt;br&gt;'''Additions to framework'''
&lt;li&gt;Testing is a big part of the monitoring
&lt;li&gt;Possible rsearch between initiate plan

&lt;br&gt;&lt;br&gt;'''Things that help:'''
*Communication
*Managing expectation
&lt;li&gt;Defining ownership
&lt;li&gt;Empathy 
&lt;li&gt;Customer Service
&lt;li&gt;Assume that there is going to be a crisis.  The test is how you handle it.
&lt;li&gt;Anything is possible</text>
    <sha1>40dff9b9da425c599cbfb0195a866e098bca75bc</sha1>
  </revision>
  <revision>
    <id>433</id>
    <parentid>432</parentid>
    <timestamp>2016-01-13T18:50:23Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2042" xml:space="preserve">'''Software and Database Development'''
&lt;br&gt;Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.

''question: why does it seem that people are moving more towards software development projects?''
&lt;br&gt;- people want to use software to resolve issues but would like to leave the project management to others
&lt;br&gt;- industry is buying into software, but pre-packaged programs don't exist for that industry

&lt;br&gt;'''Pain points:'''
&lt;li&gt;Interface between project and IT departments
&lt;li&gt;Feeling responsible for the growth of the whole field
&lt;li&gt;Figuring out what people actually want (needs assessment)
&lt;li&gt;Different types of personalities on the team
&lt;li&gt;Politics interfering with the management of the project
&lt;li&gt;Corporate refugees adjusting to the culture of non-profit
&lt;li&gt;The many hats one project manager has to wear
&lt;li&gt;Not enough systems thinking
&lt;li&gt;Feeling overwhelmed
&lt;li&gt;Scope changes in the middle of the project - how to prevent? &amp; -how do deal?
&lt;li&gt;Competing interests
&lt;li&gt;The accidental PM
&lt;li&gt;Split between techies and non-techies
&lt;li&gt;Immediate demands vs. best practices
&lt;li&gt;Rationale for variation
&lt;li&gt;*the initiate to plan phase is where most of these come up

&lt;br&gt;&lt;br&gt;'''Interests:'''
&lt;li&gt;Collaborating with others
&lt;li&gt;Solutions for dealing with non-profit culture
&lt;li&gt;Some high-level technology training for the upper management

&lt;br&gt;&lt;br&gt;'''Tools:'''
&lt;li&gt;Magic 8-Ball
&lt;li&gt;Base Camp
&lt;li&gt;Book about Project Management, by Project Management

&lt;br&gt;&lt;br&gt;'''Additions to framework'''
&lt;li&gt;Testing is a big part of the monitoring
&lt;li&gt;Possible rsearch between initiate plan

&lt;br&gt;&lt;br&gt;'''Things that help:'''
&lt;li&gt;Communication
&lt;li&gt;Managing expectation
&lt;li&gt;Defining ownership
&lt;li&gt;Empathy 
&lt;li&gt;Customer Service
&lt;li&gt;Assume that there is going to be a crisis.  The test is how you handle it.
&lt;li&gt;Anything is possible</text>
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</page>
<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Report backs afternoon</title>
  <ns>0</ns>
  <id>115</id>
  <revision>
    <id>434</id>
    <parentid>231</parentid>
    <timestamp>2016-01-13T18:50:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1474" xml:space="preserve">Report backs

Organization project management

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client

* Identified things about the consultant client relationship, focused on whther is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp:
Moved to Overthrowing

Wikis:

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightfoward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

Software Development:
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When</title>
  <ns>0</ns>
  <id>155</id>
  <revision>
    <id>436</id>
    <parentid>311</parentid>
    <timestamp>2016-01-13T18:59:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5954" xml:space="preserve">=== Description ===

One of the keys to success in any project is knowing where you are in a project, and what changes can be made when. We will talk about strategies for breaking projects into chunks and phases, how to set criteria and decision points for each phase, using checklists and sign-offs to manage input, and recovery strategies for when your carefully laid plans go awry.

=== Session Notes ===

Notetaker: Ben

* Go round of people, saying goals
** Getter estimating how long projects take
** Software dev estimation - why does the last 10% take 90%
** Good at the known - how to estimate the unknown?
** When is the project closed?
** Pitfalls of time estimation
** Hard communicating projects to client 
** How to communicate our process to clients
** How to reality check vendor timelines
** How do you know where you are at in terms of estimated time
** When you have gone over time, how do you manage that with clients and workers
* Main things
** Tools
*** Favorite tool: the checklist
** Tactics
*** Client sign-offs
*** Narrowing the cone of uncertainty
** Principles
*** Biggest thing: chunking things up to constrain uncertainty -- going over a week on a one-week chunk is not a huge deal, going for 2 months and realizing you're half-way done, is a huge problem
* What are some other ways to approach things?
** As a client with consultants, I give them a drop dead deadline, and work with her programmer to create a timeline, set a fixed budget
** Checkpoint at 80% of project budget
* Never offer a fixed bid on an 8 month development project
* Definitely have a project manager who is staying on top of the status of the project
* New technology is both new technology, but it's also technology you haven't implemented before
* Used an excel spreadsheet do detailed estimate of programmer time, multiplying development time by 3 for ones we haven't done. we lived in the spreadsheet for 3 weeks
* Where we got burnt was value-engineering a budget and project, and we ultimately decided to eat that time. in the future we would ask that consulting time is paid for.
* We want to avoid that feeling that we "just have to get through this" and don't have any time.
* This is really when we're doing something new and different, not regular rollouts
* Use the budget to get client to understand the trade-offs of this feature over that
* We did check against the spreadsheet estimates
* We were very honest with the client about what is possible and owning risks jointly with your client
* Front-load the scary stuff
* Estimate vs actual:
** We export the excel estimate to a CSV, import to salesforce, and map our time-logging to it so we can get really granular -- down to the requirement level.
* Time-logging is mapped through salesforce to the original spreadsheet
* Transparency: it's important to really work together on the checklist, and be sure we really have a complete picture of the project to be sure things don't crop up.
* We chunked things in a way that was completely counter to how the project actually played out on a technical infrastructure level.
* Checklists, should they be provided by programmer or client?
** It's always a negotiation between all parties that have a stake in the work
** There are business milestones, technical milestones, etc.
** It's important to make clear who is responsible for what
* Don't be afraid to advocate for your needs, and to define the project process
* Let's reexamine a project and the pathologies happening
** Why didn't the ui get detailed sooner?
** There was a conflict between what the developers thought the process should be and what would have made more sense for the client and in terms of managing risks
* How much detail do you manage with a project that is already underway?
** If it's already going, at least getting a clear idea of the outcome would be helpful
* What does a client want to know?
** Always over-estimate especially for time
** Want to know the moment there is discomfort in the relationship and the developers are feeling like they can't make it
** Create a place where developers can speak up comfortably
* Estimation
** When a developer says it will take 3 hours, you have to add project management, design and q&amp;a, and contingency -- basically triple it
** Stick to a methodology and evaluate based on it
* What about the situation of a client saying I want X features and X amount of money, how do you handle that? do you lower rate?
** Prioritize. the dollar excercise (divide the dollar among 20 features)
** Everybody can have sticker shock
* Value engineering
** The idea is, try to get as much bang for the buck as possible
** If the client has $60,000 and we give them an estimate for $100,000, what are the features we need to let go of
** Let's try to not do it for free, and be clear about how much the project is really worth with the client even if you do give a little and eat some hours
** Here's a summary:
*** Client: "we have $60,000"
*** Vendor: "it will cost $100,000"
*** Client: "we can't pay that"
*** Vendor: "here's a project we can do for $60,000, and here's what it can do and here's what it can't"
* Question: how many people do a project post-mortem with a client and internally
** I'm a firm believer in this
* One problem I'm dealing with with a current project is that there are so many requirements, I'm actually taking a lot of time simplifying and streamlining features. identifying and cutting those things that will blow up in your face
** Pulling back from specific features to requirements
* Let's have a conversation about meeting client's needs, and be really realistic
* Set up a parking lot, put things in the parking lot you're not going to use right away
* What is a chunk? it's the smallest bit we can show to a user: here's a thing, look!
* Setting up small successes every week
* It's also helpful to figure out what you know and what you don't know, and manage the things you don't know</text>
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</page>
<page arvcontinue="20160113174253|401">
  <title>WestCoast2008:Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>167</id>
  <revision>
    <id>437</id>
    <parentid>335</parentid>
    <timestamp>2016-01-13T19:03:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2574" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's His Experience
* The web development process includes all areas of the nonprofit and thus requires buy in from most staffmembers
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael Share's His Experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
*Must communication website vision&lt;br&gt;
*Must articulate goals&lt;br&gt;
*Do a content inventory of current site&lt;br&gt;
*John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the process more complex and delayed.&lt;br&gt;
*Focus on developing a dialogue with the visitors of your site.
*Content contribution doesn't necessarily have to be democratic among staffmembers; better content is developed by authors with a focused message.&lt;br&gt;
*7 choices or less of weblinks on a page.</text>
    <sha1>e1f58222a20b64fcaf251bcd0c6ede318d7ea890</sha1>
  </revision>
  <revision>
    <id>438</id>
    <parentid>437</parentid>
    <timestamp>2016-01-13T19:04:15Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2574" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's His Experience
* The Web Development Process includes all areas of the nonprofit and thus requires buy in from most staffmembers
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael share's his experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
*Must communication website vision&lt;br&gt;
*Must articulate goals&lt;br&gt;
*Do a content inventory of current site&lt;br&gt;
*John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the process more complex and delayed.&lt;br&gt;
*Focus on developing a dialogue with the visitors of your site.
*Content contribution doesn't necessarily have to be democratic among staffmembers; better content is developed by authors with a focused message.&lt;br&gt;
*7 choices or less of weblinks on a page.</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>WestCoast2008:Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>179</id>
  <revision>
    <id>439</id>
    <parentid>359</parentid>
    <timestamp>2016-01-13T19:11:16Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9349" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in diff countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar w/ platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily bc it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone thru. 

Not worked w/ Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 
11-	Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailmerge. 
Browser based. 
Activity history. Log a call, mailmerge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HAs
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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</page>
<page arvcontinue="20160113174253|401">
  <title>WestCoast2008:The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When</title>
  <ns>0</ns>
  <id>191</id>
  <revision>
    <id>440</id>
    <parentid>383</parentid>
    <timestamp>2016-01-13T19:25:50Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5952" xml:space="preserve">=== Description ===

One of the keys to success in any project is knowing where you are in a project, and what changes can be made when. We will talk about strategies for breaking projects into chunks and phases, how to set criteria and decision points for each phase, using checklists and sign-offs to manage input, and recovery strategies for when your carefully laid plans go awry.

=== Session Notes ===

Notetaker: Ben

* Go round of people, saying goals
** Better estimating how long projects take
** Software dev estimation - why does the last 10% take 90%
** Good at the known - how to estimate the unknown?
** When is the project closed?
** Pitfalls of time estimation
** Hard communicating projects to client 
** How to communicate our process to clients
** How to reality check vendor timelines
** How do you know where you are at in terms of estimated time
** When you have gone over time, how do you manage that with clients and workers
* Main things
** Tools
*** Favorite tool: the checklist
** Tactics
*** Client sign-offs
*** Narrowing the cone of uncertainty
** Principles
*** Biggest thing: chunking things up to constrain uncertainty -- going over a week on a one-week chunk is not a huge deal, going for 2 months and realizing you're half-way done, is a huge problem
* What are some other ways to approach things?
** As a client with consultants, i give them a drop dead deadline, and work with her programmer to create a timeline, set a fixed budget
** Checkpoint at 80% of project budget
* Never offer a fixed bid on an 8 month development project
* Definitely have a project manager who is staying on top of the status of the project
* New technology is both new technology, but it's also technology you haven't implemented before
* Used an excel spreadsheet do detailed estimate of programmer time, multiplying development time by 3 for ones we haven't done. we lived in the spreadsheet for 3 weeks
* Where we got burnt was value-engineering a budget and project, and we ultimately decided to eat that time. in the future we would ask that consulting time is paid for.
* We want to avoid that feeling that we "just have to get through this" and don't have any time.
* This is really when we're doing something new and different, not regular rollouts
* Use the budget to get client to understand the trade-offs of this feature over that
* We did check against the spreadsheet estimates
* We were very honest with the client about what is possible and owning risks jointly with your client
* Front-load the scary stuff
* Estimate vs actual:
** We export the excel estimate to a CSV, import to salesforce, and map our time-logging to it so we can get really granular -- down to the requirement level.
* Time-logging is mapped through salesforce to the original spreadsheet
* Transparency: it's important to really work together on the checklist, and be sure we really have a complete picture of the project to be sure things don't crop up.
* We chunked things in a way that was completely counter to how the project actually played out on a technical infrastructure level.
* Checklists, should they be provided by programmer or client?
** It's always a negotiation between all parties that have a stake in the work
** There are business milestones, technical milestones, etc
** It's important to make clear who is responsible for what
* Don't be afraid to advocate for your needs, and to define the project process
* Let's reexamine a project and the pathologies happening
** Why didn't the ui get detailed sooner?
** There was a conflict between what the developers thought the process should be and what would have made more sense for the client and in terms of managing risks
* How much detail do you manage with a project that is already underway?
** If it's already going, at least getting a clear idea of the outcome would be helpful
* What does a client want to know?
** Always over-estimate especially for time
** Want to know the moment there is discomfort in the relationship and the developers are feeling like they can't make it
** Create a place where developers can speak up comfortably
* Estimation
** When a developer says it will take 3 hours, you have to add project management, design and q&amp;a, and contingency -- basically triple it
** Stick to a methodology and evaluate based on it
* What about the situation of a client saying i want X features and X amount of money, how do you handle that? do you lower rate?
** Prioritize. the dollar excercise (divide the dollar among 20 features)
** Everybody can have sticker shock
* Value engineering
** The idea is, try to get as much bang for the buck as possible
** If the client has $60,000 and we give them an estimate for $100,000, what are the features we need to let go of
** Let's try to not do it for free, and be clear about how much the project is really worth with the client even if you do give a little and eat some hours
** Here's a summary:
*** Client: "we have $60,000"
*** Vendor: "it will cost $100,000"
*** Client: "we can't pay that"
*** Vendor: "here's a project we can do for $60,000, and here's what it can do and here's what it can't"
* Question: how many people do a project post-mortem with a client and internally
** I'm a firm believer in this
* One problem i'm dealing with with a current project is that there are so many requirements, i'm actually taking a lot of time simplifying and streamlining features. identifying and cutting those things that will blow up in your face
** Pulling back from specific features to requirements
* Let's have a conversation about meeting client's needs, and be really realistic
* Set up a parking lot, put things in the parking lot you're not going to use right away
* What is a chunk? it's the smallest bit we can show to a user: here's a thing, look!
* Setting up small successes every week
* Its also helpful to figure out what you know and what you don't know, and manage the things you don't know</text>
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<page arvcontinue="20160113174253|401">
  <title>Afternoon 2 report backs</title>
  <ns>0</ns>
  <id>3</id>
  <revision>
    <id>441</id>
    <parentid>5</parentid>
    <timestamp>2016-01-13T19:28:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1221" xml:space="preserve">Report backs

Founder and consultant relationship management

* Good communication with founder, single point of contact
* Aligning core competencies of provider and organization
* Contracts to reflect requirements

Scope

* Methods you can use to write out your scope and requirements
* Ways to get there, user needs, getting people involved in creating requirements, allocate time to scope

Cross departmental PM

* Basic definition of PM should be expanded to include an informal toolkit, a better define vocabulary of all the soft tools that PMs use to keep the project moving. Everything as real as email, to much softer teams as team building tools, to understand organizational culture, how to follow up with people, sharing ownership of the project, grounding the project in mission conversations, all these mechanisms should be written into the PM bible to give people a vocabulary.

User testing

* Simple plain language user stories beginning with "An user can". Write in plain language
* Tools to see what people are doing online, you can test your users live.
* Low tech usability test, mock up web-pages and hand the printout to a user, circle or colour a button, get a reaction from the layout of the page.</text>
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<page arvcontinue="20160113174253|401">
  <title>Challenges of remote collaboration</title>
  <ns>0</ns>
  <id>12</id>
  <revision>
    <id>442</id>
    <parentid>23</parentid>
    <timestamp>2016-01-13T19:32:30Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2933" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

*trust* is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, that are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online</text>
    <sha1>9cddbbbda5e753c19e8ab7ff680bee745ba3d7da</sha1>
  </revision>
  <revision>
    <id>443</id>
    <parentid>442</parentid>
    <timestamp>2016-01-13T19:32:54Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2934" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

*"TRUST" is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, that are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online</text>
    <sha1>d15da32884021be9874050e71e13fa3a1b29e193</sha1>
  </revision>
  <revision>
    <id>444</id>
    <parentid>443</parentid>
    <timestamp>2016-01-13T19:33:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2934" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

*"TRUST" is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--Multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, that are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>DC2009:Agile Ways to Develop Joomla! Extensions</title>
  <ns>0</ns>
  <id>18</id>
  <revision>
    <id>445</id>
    <parentid>35</parentid>
    <timestamp>2016-01-13T19:39:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4363" xml:space="preserve">== Description ==

Pradeep Suthram, the Product Manager at PICnet, is responsible for maintaining and improving Non-Profit Soapbox, a hosted solution of Joomla! exclusively for non-profit organizations.  He works with a team of 3 developers and a designer using design-driven development using agile methodologies to constantly improve/update the product so that new extensions/fixes can be deployed to hundreds of websites regularly and instantly.  Learn from his experience in writing user stories, managing timelines/expectations, developing specifications, and keeping both developers and clients happy.  During the last four years at PICnet, Pradeep has helped the company establish Non-Profit Soapbox as a unique and reliable service wrapped in a product for non-profit organizations.

=== Session Notes ===

Presenter: Pradeep (sp?)

Attendees: Phil, Oksana, Courtney, Hunter.

All have been exposed to it, at different levels.  Some just beginning.  Some have used parts of Agile implementation; though not all principles on a daily basis.

What would you like to get from this session?
* When to use it?  what type of projects are best?
* How are you using it?  what works?  what doesn't?

Will review: 
* Principles learned from a good book
* Battles we had to fight through to make agile work

COMPARISON

Agile...
* Throws out concept of timelines, dependencies, and many other concepts of waterfall dev't.
* Is a more engaging process, that invites feedback from user community &amp; others, and incorporates it into the product throughout development.
* Doesn't have to wait for end points to include new feedback; as opposed to waterfall, which is generally focused on a fixed feature set.
* Asks us to think through a feature or subset of features for a short period of time, and focus on t

Waterfall...
* We'd map out entire set of components from start to end, including all exceptions &amp; rules.
* Would move through broad understanding -- requirements -- to detailed specifications.

GETTING STARTED

Developers provide 3 estimates for a story.
* Work hours = an honest hourly estimate of how long this will take, without inflation due to potential tech problems and other risks.
* Difficulty (subjective index 1 - 3)
* Volatility (subjective index 1 - 3)

General rules of thumb:
* Minimum of 2 hour estimate for any story.
* For stories &gt; 8 hours, they are split into several more-granular stories.

All of this is provided at the pre-release meeting, where they also discuss they're vision of how project will run -- from both client and the company's perspective -- and reconcile potential conflicts. 

Question: How is this used for vendor-client relationship?  (as we've been discussing mostly internal clients thus far.)

* Oxana: we've given very on-the-fly feedback throughout development, using wireframes &amp; drawing on top of existing site.

* Phil: In Pivotal Tracker, I like having the conversation regarding a story in one place.  It encourages client interaction in the process.  And clients are actively involved in prioritization.

Question: But how do we get that initial set of stories?  In starting the project, I've always done a lot of research to write up a document that provides a strong picture of our needs.

* Agile development need not start with Agile requirements collection.

MOVING FORWARD WITH DEVELOPMENT

Given a set of stories, I go to Developer to look for red flags and ask him/her to come up with estimates for a later time.  Then I do the same with the designer with my vision, who takes that and uses his/her expertise to create a usable, pretty visualization for the feature/functionality.

We produce a low-fi mockup of the story, then everyone reviews &amp; revises; move on to a medium-fi mockup, etc.  Starting with medium-fi mockup, the developer may take it and run at any point, or may wait until we get to higher-fidelity mockups.  It is design-driven development.

A-HA's MOMENTS

* Better understanding of how we can transition to agile from waterfall.
* Communication is key.
* Understanding why I like Agile:  Due to the concepts at it's core -- being able to react to an evolving project.

MISCELLANY

* There's a good book to reference; don't remember the title.  Will post later.
* Fogbugz = free, installable web-based tool for agile bug tracking.
* Automated testing tools: Selenium, Pyccuracy</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>DC2009:Managing Drupal Web Projects</title>
  <ns>0</ns>
  <id>27</id>
  <revision>
    <id>446</id>
    <parentid>53</parentid>
    <timestamp>2016-01-13T19:46:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2956" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==Why Drupal?
•	Good solution for non-profits because there are a lot of vendors already working with Drupal. 
•	Provides different ways to achieve functionality.
•	Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
•	DC is a Drupal hotspot.
•	Joomla is not sophisticated for many orgs.
Drupal Background
•	Core Drupal code + Contributed modules (developed by any person and enhanced by others)
o	Modules as plug-ins to the core CMS programming
•	Different Drupal developers have different areas of Drupal expertise
o	Core Drupal configuration person
o	Costume module development person
o	Design/theme CMS person
•	Starter theme/templates exist
•	Zen most widely used theme
•	As new modules are implemented, the theme designer controls their style and appearance.
•	Developer needs to be engaged in the design process because Drupal has a default output style.  The more customized design will create more costs.
Choosing Vendors
•	Lots of transparency in vendors’ development 
o	Development site is on a secondary server so that the client is able to see the process going into its creation
•	Look at example sites, and be sure that they are within the desired budget 
•	Ask for references
•	Ask if they are maintaining Drupal sites after configuring and developing it.
•	Ask about source-code management and backup
•	groups.drupal.org—there is a DC group of developers
Drupal integration
•	CiviCRM and Salesforce integrate well with Drupal 
•	Drupal and Paypal integration
•	Easy to communicate with MySQL
Drupal Challenges
•	Terminology is less intuitive 
o	During the testing stages, have client-developer Q&amp;A session 
•	Configuring the production, development, and staging sites can be exportable, but not always the case
•	Too many modules
o	Overexcitement over new functionality
o	Can lead to decreased site performance
•	On-going updates
o	Need to consider the cost as on-going
•	i.e. security fixes every two months
o	These are typically quick fixes and easily applied
•	i.e. annual version releases
o	Drupal only supports the latest two releases
o	Depending on how complex the modules/site theme, can become a web re-design
o	If not updated, won’t receive the  security fixes.
•	Not unique to Drupal, all CMS will have these updates
When not to use Drupal
•	Depends on the  content, simple content doesn’t require the complexity of Drupal
•	One-person shop, check out wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>36e8e0078419ec851899e032ecacfd5a965290b5</sha1>
  </revision>
  <revision>
    <id>447</id>
    <parentid>446</parentid>
    <timestamp>2016-01-13T19:47:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2962" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==Why Drupal?
•	Good solution for non-profits because there are a lot of vendors already working with Drupal. 
•	Provides different ways to achieve functionality.
•	Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
•	DC is a Drupal hotspot.
•	Joomla is not sophisticated for many orgs.
Drupal Background
•	Core Drupal code + Contributed modules (developed by any person and enhanced by others)
o	Modules as plug-ins to the core CMS programming
•	Different Drupal developers have different areas of Drupal expertise
o	Core Drupal configuration person
o	Costume module development person
o	Design/theme CMS person
•	Starter theme/templates exist
•	Zen most widely used theme
•	As new modules are implemented, the theme designer controls their style and appearance.
•	Developer needs to be engaged in the design process because Drupal has a default output style.  The more customized design will create more costs.
Choosing Vendors
•	Lots of transparency in vendors’ development 
o	Development site is on a secondary server so that the client is able to see the process going into its creation
•	Look at example sites, and be sure that they are within the desired budget 
•	Ask for references
•	Ask if they are maintaining Drupal sites after configuring and developing it.
•	Ask about source-code management and backup
•	groups.drupal.org—there is a DC group of developers
Drupal integration
•	CiviCRM and Salesforce integrate well with Drupal 
•	Drupal and Paypal integration
•	Easy to communicate with MySQL
Drupal Challenges
•	Terminology is less intuitive 
o	During the testing stages, have client-developer Q&amp;A session 
•	Configuring the production, development, and staging sites can be exportable, but not always the case
•	Too many modules
o	Overexcitement over new functionality
o	Can lead to decreased site performance
•	On-going updates
o	Need to consider the cost as on-going
•	i.e. security fixes every two months
o	These are typically quick fixes and easily applied
•	i.e. annual version releases
•	Drupal only supports the latest two releases
•	Depending on how complex the modules/site theme, can become a web re-design
•	If not updated, won’t receive the  security fixes.
•	Not unique to Drupal, all CMS will have these updates
When not to use Drupal
•	Depends on the  content, simple content doesn’t require the complexity of Drupal
•	One-person shop, check out wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>4e8d9f017cceff69ba1f2b30becb603206c8f5a0</sha1>
  </revision>
  <revision>
    <id>448</id>
    <parentid>447</parentid>
    <timestamp>2016-01-13T19:47:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2964" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Why Drupal?
•	Good solution for non-profits because there are a lot of vendors already working with Drupal. 
•	Provides different ways to achieve functionality.
•	Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
•	DC is a Drupal hotspot.
•	Joomla is not sophisticated for many orgs.
Drupal Background
•	Core Drupal code + Contributed modules (developed by any person and enhanced by others)
o	Modules as plug-ins to the core CMS programming
•	Different Drupal developers have different areas of Drupal expertise
o	Core Drupal configuration person
o	Costume module development person
o	Design/theme CMS person
•	Starter theme/templates exist
•	Zen most widely used theme
•	As new modules are implemented, the theme designer controls their style and appearance.
•	Developer needs to be engaged in the design process because Drupal has a default output style.  The more customized design will create more costs.
Choosing Vendors
•	Lots of transparency in vendors’ development 
o	Development site is on a secondary server so that the client is able to see the process going into its creation
•	Look at example sites, and be sure that they are within the desired budget 
•	Ask for references
•	Ask if they are maintaining Drupal sites after configuring and developing it.
•	Ask about source-code management and backup
•	groups.drupal.org—there is a DC group of developers
Drupal integration
•	CiviCRM and Salesforce integrate well with Drupal 
•	Drupal and Paypal integration
•	Easy to communicate with MySQL
Drupal Challenges
•	Terminology is less intuitive 
o	During the testing stages, have client-developer Q&amp;A session 
•	Configuring the production, development, and staging sites can be exportable, but not always the case
•	Too many modules
o	Overexcitement over new functionality
o	Can lead to decreased site performance
•	On-going updates
o	Need to consider the cost as on-going
•	i.e. security fixes every two months
o	These are typically quick fixes and easily applied
•	i.e. annual version releases
•	Drupal only supports the latest two releases
•	Depending on how complex the modules/site theme, can become a web re-design
•	If not updated, won’t receive the  security fixes.
•	Not unique to Drupal, all CMS will have these updates
When not to use Drupal
•	Depends on the  content, simple content doesn’t require the complexity of Drupal
•	One-person shop, check out wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>0bd1c6ec4652f924d418f177de7faeb38cd65bd8</sha1>
  </revision>
  <revision>
    <id>449</id>
    <parentid>448</parentid>
    <timestamp>2016-01-13T19:52:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2870" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Why Drupal?

*Good solution for non-profits because there are a lot of vendors already working with Drupal. 
*Provides different ways to achieve functionality.
*Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
*DC is a Drupal hotspot.
*Joomla is not sophisticated for many orgs.

Drupal Background

*Core Drupal code + Contributed modules (developed by any person and enhanced by others)
*Modules as plug-ins to the core CMS programming
*Different Drupal developers have different areas of Drupal expertise
*Core Drupal configuration person
*Costume module development person
*Design/theme CMS person
*Starter theme/templates exist
*Zen most widely used theme
*As new modules are implemented, the theme designer controls their style and appearance.
*Developer needs to be engaged in the design process because Drupal has a default output style.  The more customized design will create more costs.

Choosing Vendors

*Lots of transparency in vendors’ development 
*Development site is on a secondary server so that the client is able to see the process going into its creation
*Look at example sites, and be sure that they are within the desired budget 
*Ask for references
*Ask if they are maintaining Drupal sites after configuring and developing it.
*Ask about source-code management and backup
*groups.drupal.org—there is a DC group of developers

Drupal integration

*CiviCRM and Salesforce integrate well with Drupal 
*Drupal and Paypal integration
*Easy to communicate with MySQL

Drupal Challenges

*Terminology is less intuitive 
*During the testing stages, have client-developer Q&amp;A session 
*Configuring the production, development, and staging sites can be exportable, but not always the case
*Too many modules
*Overexcitement over new functionality: Can lead to decreased site performance
*On-going updates: Need to consider the cost as on-going,, i.e. security fixes every two months
*These are typically quick fixes and easily applied: i.e. annual version releases; Drupal only supports the latest two releases; Depending on how complex the modules/site theme, can become a web re-design; If not updated, won’t receive the  security fixes.; Not unique to Drupal, all CMS will have these updates

When not to use Drupal

*Depends on the  content, simple content doesn’t require the complexity of Drupal
*One-person shop, check out wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>63cb3b50ef682d2f4597f3525cfff0771cec8873</sha1>
  </revision>
  <revision>
    <id>450</id>
    <parentid>449</parentid>
    <timestamp>2016-01-13T19:53:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2875" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Why Drupal?

*Good solution for non-profits because there are a lot of vendors already working with Drupal. 
*Provides different ways to achieve functionality.
*Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
*DC is a Drupal hotspot.
*Joomla is not sophisticated for many orgs.

Drupal Background:

*Core Drupal code + Contributed modules (developed by any person and enhanced by others)
*Modules as plug-ins to the core CMS programming
*Different Drupal developers have different areas of Drupal expertise
*Core Drupal configuration person
*Costume module development person
*Design/theme CMS person
*Starter theme/templates exist
*Zen most widely used theme
*As new modules are implemented, the theme designer controls their style and appearance.
*Developer needs to be engaged in the design process because Drupal has a default output style.  The more customized design will create more costs.

Choosing Vendors:

*Lots of transparency in vendors’ development 
*Development site is on a secondary server so that the client is able to see the process going into its creation
*Look at example sites, and be sure that they are within the desired budget 
*Ask for references
*Ask if they are maintaining Drupal sites after configuring and developing it.
*Ask about source-code management and backup
*groups.drupal.org—there is a DC group of developers

Drupal integration:

*CiviCRM and Salesforce integrate well with Drupal 
*Drupal and Paypal integration
*Easy to communicate with MySQL

Drupal Challenges:

*Terminology is less intuitive 
*During the testing stages, have client-developer Q&amp;A session 
*Configuring the production, development, and staging sites can be exportable, but not always the case
*Too many modules
*Overexcitement over new functionality: Can lead to decreased site performance
*On-going updates: Need to consider the cost as on-going,, i.e. security fixes every two months
*These are typically quick fixes and easily applied: i.e. annual version releases; Drupal only supports the latest two releases; Depending on how complex the modules/site theme, can become a web re-design; If not updated, won’t receive the  security fixes.; Not unique to Drupal, all CMS will have these updates

When not to use Drupal:

*Depends on the  content, simple content doesn’t require the complexity of Drupal
*One-person shop, check out wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>DC2009:Managing demands from internal stakeholders</title>
  <ns>0</ns>
  <id>30</id>
  <revision>
    <id>451</id>
    <parentid>59</parentid>
    <timestamp>2016-01-13T19:54:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3838" xml:space="preserve">=== Description ===

There are plenty of moving pieces in any nonprofit technology project. But often one of the most vexing challenges is properly managing the needs and wants of stakeholders within the organization for whom the project is being implemented. This session will cover best practices for engagement, gathering input, transparent project operation, creating alignment (and coping when it's not possible), and other aspects of setting expectations and managing communications.

== Session Notes ==

Session notes will be posted here.

Managing Internal Stakeholders - Rachel

Rachel: Technology doesn’t really fit into the purview of her organization, which creates the need to advocate proactively for technology and manage varying perspectives; biggest accomplishment is that everyone is still talking to one another; acting somewhat as a therapist – there is a need to finesse differing interests and “read” differing interests

A key moment is defining that this is a project and getting common understandings.  In this, it is not different from dealing w/ external clients.

A key challenge of managing internal stakeholders is about overcoming the assumption that explicit planning, marketing, transparency are unnecessary

Internal project often grow out of long-running issues, with unstated assumptions and unqualified interests

Internally need to understand and be sensitive implicitly to hierarchy/politics/culture

Marie: What if you get resistance within your project team?  A: You need to understand the source of the resistance – understand the motivations. Break down the resistance in the needs gathering phase.  Create a picture of what your system is going to do – show things that the users are going to relate to.  Show them concretely what is expected of them.  

Understand your value add – know what your project is giving to the various interests in the org.

Importance of project evangelists – executive sponsorship.  

Evangelists are not just at the top of the organization – they need to be seeded throughout the organization.

If you are having trouble getting collaboration on a project, you can use a low-tech approach (e.g. post-it notes on a wall calendar) – this can help bypass the fight you might have implementing a technological solution, like Basecamp

Resistance to change is a huge hurdle

How to deal w/ apathy?  Work around it.  Build something that works for others and, if you are fulfilling a not-yet-identified need of the apathetic, they will eventually get on board.  Or: energy/enthusiasm can overcome apathy – the executive sponsor cannot be the only evangelist.

Structured communications are essential: e.g., project blog, regular emails – must be sure that the communications approach  is sensitive to time efficiency and whether your communications are providing value.

What do you do with feedback?  Acknowledge and report back.  Show results.  Use a tracking tool (OneNote).

How often should you ask for feedback?  Always!  But especially at project milestones.  If you’re not getting feedback, go hunt it down.

Not all feedback will be timely or appropriate, but you need to validate the input.  Don’t just say, “No!”

How do you deal with negative/unproductive feedback?  Spin it – acknowledge and validate it, even if you are not going to use it.  One strategy is to publicize it and answer it positively.  Or dissect the feedback – challenge them to give you feedback that is useful.  But also challenge your own motivations  and natural defensiveness to getting feedback you might not want to hear.  Ask for them to help you help them.

AH-HA's
* Importance of evangelists
* Importance of seeing the motivation of resiistance
* Managing feedback productively in a validating manner
* Having a structured organization plan</text>
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</page>
<page arvcontinue="20160113174253|401">
  <title>Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>60</id>
  <revision>
    <id>452</id>
    <parentid>119</parentid>
    <timestamp>2016-01-13T19:57:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6491" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a specialty in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
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  </revision>
</page>
<page arvcontinue="20160113174253|401">
  <title>Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>68</id>
  <revision>
    <id>453</id>
    <parentid>137</parentid>
    <timestamp>2016-01-13T20:00:23Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7315" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

Eric asks for a go around on what our database experiences have been.

Eric throws out a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. security is also often a huge concern because sensitive data.

Eric asks us to tells some stories about security trouble.  Tanya tells us about an experience at moveon, like rate limiting access to data.  eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

Tom suggest that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

Eric ask how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how relistic their estimates are.   Ian asks, how do we gauge for the unexpected, no one seems to know.

Melinda talks about the fact that people don't expect thing to be on time exactly.

Tanya talks about her hope that you will tell her rather than pertend since she might then decide to scrap that feature.

Tom suggest that prioritizing things is super important to that and being clear about whats possible.

Anna talks about her engineers want for good detailed descriptions.  

Eric talks about estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

Mark talks about good introduction planning and approaching scope as a good intro planning phase.  

Ian tells stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

Hanna talks about using the trade off, making sure that people know that features are often a trade off.  as well as identifing what is core functionality.

Eric suggests over delivery and under promise.  

Debbie suggests that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

Eric suggests a todo list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

Melinda says a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularily can be very hard because the testers are busy.

Eric talk about ways to model the idea as a test.  Ian says you are testing the person not the code.  

Tom talks about the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

Hanna talk about making them think through all the reports, making them think about what output or report they will want early on.  

Tanya suggests that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

Eric asks us about communication styles.

Bergan talks about doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

Hanna suggest a weekly email report of what people are doing.   Catherine talks about using instant messenger or basecamp to keep up really up to date in the moment.

Mike talks about using the application campfire.  

Eric talk about always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

Tom talks about the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

Bergen suggest that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

Tanya asks what kinda language you would use to describe the project.   

Eric defines RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 


Tanya asks what is scope.  Tom answers that it is a very detailed description of the project. 

Anna talks about scope docs as being really detailed down to each page.

Mark talks about specs as being more about the actually technical requirements, what technical things need to happen. 

Eric talks about a spec as being rewritten by contractors and developer as a part of any process.

Tom says that scope is implementation path while spec is more a general itemized list of technical points.

Eric says know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

Anna, talks about training and documentation as being an important part of ending the project.

Eric suggest that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

Anna talk about how projects never really end because people can always think of something else they might want.

Tom talks about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

Eric asks us to talk about data migration challenges and ideas.

Folks talk about the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 

Eric talk about data cleanup and how it's a partnership to clean the data.

Anna asks folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.

Tanya suggests a contest to get staff to do tedious things, like giving away iphones for uploading data</text>
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</page>
<page arvcontinue="20160113174253|401">
  <title>Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>83</id>
  <revision>
    <id>454</id>
    <parentid>167</parentid>
    <timestamp>2016-01-13T20:01:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9349" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in diff countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar w/ platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in salesforce primarily bc it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at salesforce. Compare and contrast. Goals, what gone thru. 

Not worked w/ salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using salesforce. Community of NGOs using salesforce. Sustainable. 
11-	Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, camaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailmerge. 
Browser based. 
Activity history. Log a call, mailmerge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in salesforce. You can generate from salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for salesforce. 

Admin people entering data. Don’t recommend starting salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HA's
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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<page arvcontinue="20160113174253|401">
  <title>NewYork2008:Assessing and Redesigning Web Sites</title>
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    <text bytes="11671" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org’s see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
	if they have a point of PAIN, they will come to site
	if they have a PASSION about your issue, they will come to site 
2 f’s
	if they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
	if they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA
How can we get qualitative data from users 
GUNNER:
call people about your website
do you use page x (most popular page)
why do you use it
what else would you like to see on it
what else do you look at that is similar

check out clickthrough’s on enewsletters
look at it over time 
look at phrasing 
look at content/subject matter
tells you what people respond to in messaging and in your work
NORMAN:
Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
Check out 404’s - tells you waht links aren’t work AND what people WANT to look at
MANAGE your info account, be sure that someone is able to respond - it’s 
“DEVELOPING PASSIONATE USERS” - Kathy Sierra
people like to be loved, to be listened to, keep talking to the people and cultivate the people who 
Stay close with advisors, get their feedback on new things

JED
Acknowledge users, 
fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users
e.g., Zagat’s initial site, reaching out to specific needs via their search
Know who your users are - how many people are using it to different things (donors, knowledge seekers etc)
Purpose driven vs Curious users
Purpose-driven will come see it regardless 
Curious user who has heard about your issue or your org and is curious
needs navigational guidance, your opportunity to cultivate someone new
They need more help

GUNNER:
you can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
we want to use the web to increase our donor base
what makes the passionate people not just look but also donate

JED
Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER
call everyone on the phone that has donated on line and thank them
be sure to respect their privacy preferences
find ways to ask them why they decided to give you money
Software to analyze click-throughs - traffic analysis
Clicktrax
A software that reads clicks with heat visual 
AWstats doesn’t really understand paths
Other softwares analyze paths

You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
should try to build different kinds of user experience for different users
we’d be silly to think that you can talk to everyon the same way

Gunner:
$ a month pitch - start at  a $ a month, then ramp them up

JED
ASPCA did it and made 1/2million quickly

GUNNER:
build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:

Emotion to get people to donate

HEather
webpages for different audiences as a possibility
it’s a huge amount of work, to create content, manage site so we haven’t done it

STEVEN
if we have opportunities to do them, it woudl be great but will add to cost of site
make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
pitch to people who have already donated once, they should be on a newsletter
email is cheaper and effective for gathering donations

re: analytics look at how long they stay on a page, if a huge number of people come from google etc and they only stay a short time, then they aren’t finding hte info they need


TALLY:
Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
Will talk more tomorrow morning, but here is basics:
Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla, Plone)

JED:
Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
IF you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong bc it’s easily taken over

JULIA:
Go out and ask them - how do we do it?
Send emails about different points of web design project to get their feedback

GUNENR:
and be sure to send them love - build mediated trust relationships
map people’s contributions into outcomes - they will appreciate it.

JULIA:
But you solicit input but at some point you decide not to take some input

GUNNER:
Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
Be sure that you know who you’re sending it to as well - dont’ dismiss feedback from board member of spouse, for example! 

GUNNEr:
Be sure to get people that are passionate and on your side


JULIA:
Balance between listening and making decisions 

BILLY:

Creating customer evangelists (book) - i’ve learned from buidling little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:

We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?


GUNNER:
“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
THink of site in 2 ways - storefront - change the look
set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
You may alienate people by doing redesign 

STEVEN:
Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
Decoupling your feedback for design VS. for content
get feedback on content FIRST then design
Give text only website to check out content and architecture - validate your site not your designer.
ONce that works move to design phase

JULIA:

The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.


JULIA:
Can we talk more over the next few days about data tools? 

GUNNER:
Colin as a resource. I try not to 

JED:
You’ll need someone to ask the right questions and help you interpret it.

JULIA:
What data can i get? What will the data tell me?
STEVEN:
Google analytics - free, ask someone to help you go over stats with you
GUNNER:
be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Procceess, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to memebers of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, pratical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clealy in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redisigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
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  <revision>
    <id>456</id>
    <parentid>455</parentid>
    <timestamp>2016-01-13T20:19:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
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    <text bytes="11670" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org’s see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
	if they have a point of PAIN, they will come to site
	if they have a PASSION about your issue, they will come to site 
2 f’s
	if they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
	if they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA
How can we get qualitative data from users 
GUNNER:
call people about your website
do you use page x (most popular page)
why do you use it
what else would you like to see on it
what else do you look at that is similar

check out clickthrough’s on enewsletters
look at it over time 
look at phrasing 
look at content/subject matter
tells you what people respond to in messaging and in your work
NORMAN:
Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
Check out 404’s - tells you waht links aren’t work AND what people WANT to look at
MANAGE your info account, be sure that someone is able to respond - it’s 
“DEVELOPING PASSIONATE USERS” - Kathy Sierra
people like to be loved, to be listened to, keep talking to the people and cultivate the people who 
Stay close with advisors, get their feedback on new things

JED
Acknowledge users, 
fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users
e.g., Zagat’s initial site, reaching out to specific needs via their search
Know who your users are - how many people are using it to different things (donors, knowledge seekers etc)
Purpose driven vs Curious users
Purpose-driven will come see it regardless 
Curious user who has heard about your issue or your org and is curious
needs navigational guidance, your opportunity to cultivate someone new
They need more help

GUNNER:
you can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
we want to use the web to increase our donor base
what makes the passionate people not just look but also donate

JED
Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER
call everyone on the phone that has donated on line and thank them
be sure to respect their privacy preferences
find ways to ask them why they decided to give you money
Software to analyze click-throughs - traffic analysis
Clicktrax
A software that reads clicks with heat visual 
AWstats doesn’t really understand paths
Other softwares analyze paths

You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
should try to build different kinds of user experience for different users
we’d be silly to think that you can talk to everyon the same way

Gunner:
$ a month pitch - start at  a $ a month, then ramp them up

JED
ASPCA did it and made 1/2million quickly

GUNNER:
build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:

Emotion to get people to donate

HEather
webpages for different audiences as a possibility
it’s a huge amount of work, to create content, manage site so we haven’t done it

STEVEN
if we have opportunities to do them, it woudl be great but will add to cost of site
make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
pitch to people who have already donated once, they should be on a newsletter
email is cheaper and effective for gathering donations

re: analytics look at how long they stay on a page, if a huge number of people come from google etc and they only stay a short time, then they aren’t finding hte info they need


TALLY:
Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
Will talk more tomorrow morning, but here is basics:
Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla, Plone)

JED:
Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
IF you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong bc it’s easily taken over

JULIA:
Go out and ask them - how do we do it?
Send emails about different points of web design project to get their feedback

GUNNER:
and be sure to send them love - build mediated trust relationships
map people’s contributions into outcomes - they will appreciate it.

JULIA:
But you solicit input but at some point you decide not to take some input

GUNNER:
Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
Be sure that you know who you’re sending it to as well - dont’ dismiss feedback from board member of spouse, for example! 

GUNNER:
Be sure to get people that are passionate and on your side


JULIA:
Balance between listening and making decisions 

BILLY:

Creating customer evangelists (book) - i’ve learned from buidling little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:

We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?


GUNNER:
“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
THink of site in 2 ways - storefront - change the look
set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
You may alienate people by doing redesign 

STEVEN:
Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
Decoupling your feedback for design VS. for content
get feedback on content FIRST then design
Give text only website to check out content and architecture - validate your site not your designer.
ONce that works move to design phase

JULIA:

The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.


JULIA:
Can we talk more over the next few days about data tools? 

GUNNER:
Colin as a resource. I try not to 

JED:
You’ll need someone to ask the right questions and help you interpret it.

JULIA:
What data can i get? What will the data tell me?
STEVEN:
Google analytics - free, ask someone to help you go over stats with you
GUNNER:
be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Procceess, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, pratical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clealy in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
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<page arvcontinue="20160113202322|457">
  <title>NewYork2008:PM Principles - Advanced Web Projects</title>
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    <text bytes="3505" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

-Yes, but often over a very long term cycle
-Easy to get caught up in planning forever, and never move on to implementation
-Important to have big collaboration meeting at first, but then move on to Prioritizing
-When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this evolvement
  Transition into a matainence plan
-Mounds of documentation, wireframes, etc.
-How can we be more effective?  What can be thrown out?

-What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/proccess, understaning your mission is necessary, but often non-existent
  
Signing off Successfully?
  Have clients show you working examples of what they want

Iterative approach:
-Look for existing examples
-Rapid Prototype to get something up and running
-Refine iteratively
-Costs little up front for an unfrifined, rough, but working project
-Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective

Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  SHow me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excuciating, but necessary

Top Down Approach
  Strategic Priciples, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc, and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the begining (CEO, Board, etc), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid

Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly bugeted

Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
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    </contributor>
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    <format>text/x-wiki</format>
    <text bytes="3505" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

-Yes, but often over a very long term cycle
-Easy to get caught up in planning forever, and never move on to implementation
-Important to have big collaboration meeting at first, but then move on to Prioritizing
-When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this evolvement
  Transition into a matainence plan
-Mounds of documentation, wireframes, etc.
-How can we be more effective?  What can be thrown out?

-What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/proccess, understaning your mission is necessary, but often non-existent
  
Signing off successfully?
  Have clients show you working examples of what they want

Iterative approach:
-Look for existing examples
-Rapid Prototype to get something up and running
-Refine iteratively
-Costs little up front for an unfrifined, rough, but working project
-Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective

Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  SHow me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excuciating, but necessary

Top Down Approach
  Strategic Priciples, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc, and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the begining (CEO, Board, etc), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid

Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly bugeted

Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
    <sha1>32114722b209ccff321a177b87902ec9d424a007</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>60</id>
  <revision>
    <id>458</id>
    <parentid>452</parentid>
    <timestamp>2016-01-13T20:31:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6486" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a specialty in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>c45b6d17577538e8844954ee1ba71307b7976998</sha1>
  </revision>
  <revision>
    <id>459</id>
    <parentid>458</parentid>
    <timestamp>2016-01-13T20:31:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6485" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a specialty in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>b4f03b93b6038b75563ff6ea68f6b9a8e3ae1687</sha1>
  </revision>
  <revision>
    <id>460</id>
    <parentid>459</parentid>
    <timestamp>2016-01-13T20:32:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6484" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a specialty in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>0db0c4fce3d297955c558fd2f3188a4fcdc60f0d</sha1>
  </revision>
  <revision>
    <id>461</id>
    <parentid>460</parentid>
    <timestamp>2016-01-13T20:33:20Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6483" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a specialty in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>fc531b9efcb36d6a1edbe6cc2a17e42ab10d192f</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>83</id>
  <revision>
    <id>462</id>
    <parentid>454</parentid>
    <timestamp>2016-01-13T20:36:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9348" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in diff countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar w/ platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in salesforce primarily bc it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at salesforce. Compare and contrast. Goals, what gone thru. 

Not worked w/ salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using salesforce. Community of NGOs using salesforce. Sustainable. 
11-	Enterprise level. 

Customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, camaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailmerge. 
Browser based. 
Activity history. Log a call, mailmerge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in salesforce. You can generate from salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for salesforce. 

Admin people entering data. Don’t recommend starting salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HA's
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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  </revision>
  <revision>
    <id>467</id>
    <parentid>462</parentid>
    <timestamp>2016-01-13T20:46:58Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9366" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose salesforce even though a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at salesforce. Compare and contrast. Goals, what gone thru. 

Not worked with salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using salesforce. Community of NGOs using salesforce. Sustainable. 
11-	Enterprise level. 

Customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailmerge. 
Browser based. 
Activity history. Log a call, mailmerge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in salesforce. You can generate from salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for salesforce. 

Admin people entering data. Don’t recommend starting salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HA's
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
    <sha1>7b0d52aab5fe53241078e2925bcf438807d922fa</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>NewYork2008:Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>89</id>
  <revision>
    <id>463</id>
    <parentid>456</parentid>
    <timestamp>2016-01-13T20:37:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11670" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org’s see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
	if they have a point of PAIN, they will come to site
	if they have a PASSION about your issue, they will come to site 
2 f’s
	if they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
	if they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA
How can we get qualitative data from users 
GUNNER:
call people about your website
do you use page x (most popular page)
why do you use it
what else would you like to see on it
what else do you look at that is similar

check out clickthrough’s on enewsletters
look at it over time 
look at phrasing 
look at content/subject matter
tells you what people respond to in messaging and in your work
NORMAN:
Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
Check out 404’s - tells you waht links aren’t work AND what people WANT to look at
MANAGE your info account, be sure that someone is able to respond - it’s 
“DEVELOPING PASSIONATE USERS” - Kathy Sierra
people like to be loved, to be listened to, keep talking to the people and cultivate the people who 
Stay close with advisors, get their feedback on new things

JED
Acknowledge users, 
fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users
e.g., Zagat’s initial site, reaching out to specific needs via their search
Know who your users are - how many people are using it to different things (donors, knowledge seekers etc)
Purpose driven vs Curious users
Purpose-driven will come see it regardless 
Curious user who has heard about your issue or your org and is curious
needs navigational guidance, your opportunity to cultivate someone new
They need more help

GUNNER:
you can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
we want to use the web to increase our donor base
what makes the passionate people not just look but also donate

JED
Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER
call everyone on the phone that has donated on line and thank them
be sure to respect their privacy preferences
find ways to ask them why they decided to give you money
Software to analyze click-throughs - traffic analysis
Clicktrax
A software that reads clicks with heat visual 
AWstats doesn’t really understand paths
Other softwares analyze paths

You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
should try to build different kinds of user experience for different users
we’d be silly to think that you can talk to everyon the same way

Gunner:
$ a month pitch - start at  a $ a month, then ramp them up

JED
ASPCA did it and made 1/2million quickly

GUNNER:
build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:

Emotion to get people to donate

Heather
webpages for different audiences as a possibility
it’s a huge amount of work, to create content, manage site so we haven’t done it

STEVEN
if we have opportunities to do them, it woudl be great but will add to cost of site
make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
pitch to people who have already donated once, they should be on a newsletter
email is cheaper and effective for gathering donations

re: analytics look at how long they stay on a page, if a huge number of people come from google etc and they only stay a short time, then they aren’t finding hte info they need


TALLY:
Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
Will talk more tomorrow morning, but here is basics:
Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla, Plone)

JED:
Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
IF you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong bc it’s easily taken over

JULIA:
Go out and ask them - how do we do it?
Send emails about different points of web design project to get their feedback

GUNNER:
and be sure to send them love - build mediated trust relationships
map people’s contributions into outcomes - they will appreciate it.

JULIA:
But you solicit input but at some point you decide not to take some input

GUNNER:
Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
Be sure that you know who you’re sending it to as well - dont’ dismiss feedback from board member of spouse, for example! 

GUNNER:
Be sure to get people that are passionate and on your side


JULIA:
Balance between listening and making decisions 

BILLY:

Creating customer evangelists (book) - i’ve learned from buidling little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:

We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?


GUNNER:
“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
THink of site in 2 ways - storefront - change the look
set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
You may alienate people by doing redesign 

STEVEN:
Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
Decoupling your feedback for design VS. for content
get feedback on content FIRST then design
Give text only website to check out content and architecture - validate your site not your designer.
ONce that works move to design phase

JULIA:

The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.


JULIA:
Can we talk more over the next few days about data tools? 

GUNNER:
Colin as a resource. I try not to 

JED:
You’ll need someone to ask the right questions and help you interpret it.

JULIA:
What data can i get? What will the data tell me?
STEVEN:
Google analytics - free, ask someone to help you go over stats with you
GUNNER:
be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Procceess, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, pratical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clealy in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
    <sha1>daadf742d49fa91b326c83c798c965fe7e1a6f08</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>NewYork2008:PM Principles - Values-Based Project Management</title>
  <ns>0</ns>
  <id>113</id>
  <revision>
    <id>464</id>
    <parentid>227</parentid>
    <timestamp>2016-01-13T20:41:15Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4983" xml:space="preserve">=== Description ===

We all manage or are involved in the management of projects. And we all want our projects to go well – we all know that it's through our projects that we're able to effect positive social change (something we are all interested in doing). 

But our projects frequently '''''do not''''' go well. They're often late, over budget, don't deliver what's been promised, or are just no fun to work on.

In many cases this "not going well" has to do the absence of a '''project-friendly''' work environment.

In this session we will: 

* Talk a little bit about project management generally
* Look at the relationship between organisational culture and project management
* Work together to come up with strategies and tactics for effective project management through the establishment of work environments based on "project-friendly" values like: 


:* Personal empowerment
:* Group trust
:* Respect
:* Commitment 
:* Open communication

=== Session Notes ===

* 10 participants including the facilitator
* Several accidental techies as well as accidental project managers present

==== Some Definitions ====
Project work has uncertainty and risk

Projects:
 End
 Produce uncertainty
 Produce risk

All projects have
# Objectives
# Deliverables
# Requirements
# Constraints (boundaries that the project must be delivered within - the triple constraint of scope, time, and cost)

''Triangle Diagram''

Sometimes there's a fourth quality added of "Quality", so some would argue for a rombus.

PMBOK = Project Management Body of Knowledge from [http://www.pmi.org/Pages/default.aspx PMI]

Project Management is like a riverboat trip
* The organization is the river
* The project is the boat
* The project team are the passengers

If the organization isn't project-friendly, the boat will be trying to go upstream (e.g. if the organization is risk-averse)

When an organization isn't project-friendly, project managers have to

====Strategies/Values for Values-Based Project Management====
=====Trust (vs. Fear)=====
Strategies
# achieve '''closure''' on communications
# ownership - ensuring that everyone on the team understands that they are involved in the management of the project.

'''Discussion'''

Should project managers be estimating the level of effort for developers?

"Trust is a dimension of teamwork"

Failure of a project can be caused by a lack of communication - decisions made at the top that don't have buy-in.

Is any of this about technology, really?  Point made that the project should not be framed in terms of technology fundamentally to get buy-in.

'''Rob draws and demonstrates a tool that he uses with clients in deciding priorities'''

{| class="wikitable"

|-

!

! Time

! Scope

! cost

|-

| Constraints

| x

|-

| Change

|

| x

|-

| Cost

|

|

| x

|}
   
''getting back to values-based management''

Example of a truly project-''un''friendly organization is the one where there ''are no'' project managers and someone is assigned the role.

=====Respect (possible culture changes)=====
Strategies
# showing up on time
# respecting others' capacity for understanding you position
# transparency
# making an effort to provide input when it's asked for - team members know that even if they don't have time, they should ''say'' that they don't have time, not just remain silent.


====Further Discussion====

A good project manager will build a project-friendly environment in spite of the organization's environment.

Some work environments make managing a project particularly difficult - M mentions Saudi Arabia :)


Rob talks about how project management is sometimes viewed as unnecessary overhead - and sometimes it is.

* A PM-friendly work environment works when management balances the tasks and the people. If it doesn't, this is where we may have to have some counter-cultural movement
* A PM-friendly work environment works when there's a balance between the output and the means.
* A PM-friendly work environment works when there's cross-collaboration. Like Jazz, it involves improvisation and coordination - you're not just playing, but you're listening to others. Jazz as an organizational model.
* A PM-friendly work environment works when a project involves healthy conflict.  Conflict-avoidance can hurt projects

David mentions the DISC profile for team members: [http://en.wikipedia.org/wiki/DISC_assessment DISC on Wikipedia]

Rob ta lks about two questions that he believes define whether or not the project was a success:
# Were the objectives met?
# Did the team find the work rewarding?

N mentions that he doesn't see organizations bothering to answer this second question.

Project success if not just whether we did what we trying to do, but whether it was the right thing to do.

Rob's wish - That project teams would work ''together'' to set objectives and decide what they don't want to have happen.

M mentions that it might be idealistic to think that everyone is going to be happy with the project.</text>
    <sha1>0c6a923479c9df36e23c3677da011e3319ca08b0</sha1>
  </revision>
  <revision>
    <id>465</id>
    <parentid>464</parentid>
    <timestamp>2016-01-13T20:41:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4983" xml:space="preserve">=== Description ===

We all manage or are involved in the management of projects. And we all want our projects to go well – we all know that it's through our projects that we're able to effect positive social change (something we are all interested in doing). 

But our projects frequently '''''do not''''' go well. They're often late, over budget, don't deliver what's been promised, or are just no fun to work on.

In many cases this "not going well" has to do the absence of a '''project-friendly''' work environment.

In this session we will: 

* Talk a little bit about project management generally
* Look at the relationship between organisational culture and project management
* Work together to come up with strategies and tactics for effective project management through the establishment of work environments based on "project-friendly" values like: 


:* Personal empowerment
:* Group trust
:* Respect
:* Commitment 
:* Open communication

=== Session Notes ===

* 10 participants including the facilitator
* Several accidental techies as well as accidental project managers present

==== Some Definitions ====
Project work has uncertainty and risk

Projects:
 End
 Produce uncertainty
 Produce risk

All projects have
# Objectives
# Deliverables
# Requirements
# Constraints (boundaries that the project must be delivered within - the triple constraint of scope, time, and cost)

''Triangle Diagram''

Sometimes there's a fourth quality added of "Quality", so some would argue for a rombus.

PMBOK = Project Management Body of Knowledge from [http://www.pmi.org/Pages/default.aspx PMI]

Project Management is like a riverboat trip
* The organization is the river
* The project is the boat
* The project team are the passengers

If the organization isn't project-friendly, the boat will be trying to go upstream (e.g. if the organization is risk-averse)

When an organization isn't project-friendly, project managers have to

====Strategies/Values for Values-Based Project Management====
=====Trust (vs. Fear)=====
Strategies
# Achieve '''closure''' on communications
# Ownership - ensuring that everyone on the team understands that they are involved in the management of the project.

'''Discussion'''

Should project managers be estimating the level of effort for developers?

"Trust is a dimension of teamwork"

Failure of a project can be caused by a lack of communication - decisions made at the top that don't have buy-in.

Is any of this about technology, really?  Point made that the project should not be framed in terms of technology fundamentally to get buy-in.

'''Rob draws and demonstrates a tool that he uses with clients in deciding priorities'''

{| class="wikitable"

|-

!

! Time

! Scope

! cost

|-

| Constraints

| x

|-

| Change

|

| x

|-

| Cost

|

|

| x

|}
   
''getting back to values-based management''

Example of a truly project-''un''friendly organization is the one where there ''are no'' project managers and someone is assigned the role.

=====Respect (possible culture changes)=====
Strategies
# showing up on time
# respecting others' capacity for understanding you position
# transparency
# making an effort to provide input when it's asked for - team members know that even if they don't have time, they should ''say'' that they don't have time, not just remain silent.


====Further Discussion====

A good project manager will build a project-friendly environment in spite of the organization's environment.

Some work environments make managing a project particularly difficult - M mentions Saudi Arabia :)


Rob talks about how project management is sometimes viewed as unnecessary overhead - and sometimes it is.

* A PM-friendly work environment works when management balances the tasks and the people. If it doesn't, this is where we may have to have some counter-cultural movement
* A PM-friendly work environment works when there's a balance between the output and the means.
* A PM-friendly work environment works when there's cross-collaboration. Like Jazz, it involves improvisation and coordination - you're not just playing, but you're listening to others. Jazz as an organizational model.
* A PM-friendly work environment works when a project involves healthy conflict.  Conflict-avoidance can hurt projects

David mentions the DISC profile for team members: [http://en.wikipedia.org/wiki/DISC_assessment DISC on Wikipedia]

Rob ta lks about two questions that he believes define whether or not the project was a success:
# Were the objectives met?
# Did the team find the work rewarding?

N mentions that he doesn't see organizations bothering to answer this second question.

Project success if not just whether we did what we trying to do, but whether it was the right thing to do.

Rob's wish - That project teams would work ''together'' to set objectives and decide what they don't want to have happen.

M mentions that it might be idealistic to think that everyone is going to be happy with the project.</text>
    <sha1>2c1ef27c16d7d37fcc7cc39121e3bb2f15de627a</sha1>
  </revision>
  <revision>
    <id>466</id>
    <parentid>465</parentid>
    <timestamp>2016-01-13T20:42:59Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4983" xml:space="preserve">=== Description ===

We all manage or are involved in the management of projects. And we all want our projects to go well – we all know that it's through our projects that we're able to effect positive social change (something we are all interested in doing). 

But our projects frequently '''''do not''''' go well. They're often late, over budget, don't deliver what's been promised, or are just no fun to work on.

In many cases this "not going well" has to do the absence of a '''project-friendly''' work environment.

In this session we will: 

* Talk a little bit about project management generally
* Look at the relationship between organisational culture and project management
* Work together to come up with strategies and tactics for effective project management through the establishment of work environments based on "project-friendly" values like: 


:* Personal empowerment
:* Group trust
:* Respect
:* Commitment 
:* Open communication

=== Session Notes ===

* 10 participants including the facilitator
* Several accidental techies as well as accidental project managers present

==== Some Definitions ====
Project work has uncertainty and risk

Projects:
 End
 Produce uncertainty
 Produce risk

All projects have
# Objectives
# Deliverables
# Requirements
# Constraints (boundaries that the project must be delivered within - the triple constraint of scope, time, and cost)

''Triangle Diagram''

Sometimes there's a fourth quality added of "Quality", so some would argue for a rombus.

PMBOK = Project Management Body of Knowledge from [http://www.pmi.org/Pages/default.aspx PMI]

Project Management is like a riverboat trip
* The organization is the river
* The project is the boat
* The project team are the passengers

If the organization isn't project-friendly, the boat will be trying to go upstream (e.g. if the organization is risk-averse)

When an organization isn't project-friendly, project managers have to

====Strategies/Values for Values-Based Project Management====
=====Trust (vs. Fear)=====
Strategies
# Achieve '''closure''' on communications
# Ownership - ensuring that everyone on the team understands that they are involved in the management of the project.

'''Discussion'''

Should project managers be estimating the level of effort for developers?

"Trust is a dimension of teamwork"

Failure of a project can be caused by a lack of communication - decisions made at the top that don't have buy-in.

Is any of this about technology, really?  Point made that the project should not be framed in terms of technology fundamentally to get buy-in.

'''Rob draws and demonstrates a tool that he uses with clients in deciding priorities'''

{| class="wikitable"

|-

!

! Time

! Scope

! cost

|-

| Constraints

| x

|-

| Change

|

| x

|-

| Cost

|

|

| x

|}
   
''getting back to values-based management''

Example of a truly project-''un''friendly organization is the one where there ''are no'' project managers and someone is assigned the role.

=====Respect (possible culture changes)=====
Strategies
# Showing up on time
# Respecting others' capacity for understanding you position
# Transparency
# Making an effort to provide input when it's asked for - team members know that even if they don't have time, they should ''say'' that they don't have time, not just remain silent.


====Further Discussion====

A good project manager will build a project-friendly environment in spite of the organization's environment.

Some work environments make managing a project particularly difficult - M mentions Saudi Arabia :)


Rob talks about how project management is sometimes viewed as unnecessary overhead - and sometimes it is.

* A PM-friendly work environment works when management balances the tasks and the people. If it doesn't, this is where we may have to have some counter-cultural movement
* A PM-friendly work environment works when there's a balance between the output and the means.
* A PM-friendly work environment works when there's cross-collaboration. Like Jazz, it involves improvisation and coordination - you're not just playing, but you're listening to others. Jazz as an organizational model.
* A PM-friendly work environment works when a project involves healthy conflict.  Conflict-avoidance can hurt projects

David mentions the DISC profile for team members: [http://en.wikipedia.org/wiki/DISC_assessment DISC on Wikipedia]

Rob ta lks about two questions that he believes define whether or not the project was a success:
# Were the objectives met?
# Did the team find the work rewarding?

N mentions that he doesn't see organizations bothering to answer this second question.

Project success if not just whether we did what we trying to do, but whether it was the right thing to do.

Rob's wish - That project teams would work ''together'' to set objectives and decide what they don't want to have happen.

M mentions that it might be idealistic to think that everyone is going to be happy with the project.</text>
    <sha1>ef09c3d4bdd956b052caf60c7e1d336907f23d57</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>NewYork2008:Afternoon 1 report backs</title>
  <ns>0</ns>
  <id>86</id>
  <revision>
    <id>468</id>
    <parentid>173</parentid>
    <timestamp>2016-01-13T21:52:59Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1139" xml:space="preserve">Managing Remote Teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don+t necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web Assessment and redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs. coolness

* Trying to retain control of your technical destiny with open source platforms

Web Redesigns Part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
    <sha1>736800694e0a4b599190f579d9cb341cbfb65799</sha1>
  </revision>
  <revision>
    <id>469</id>
    <parentid>468</parentid>
    <timestamp>2016-01-13T21:53:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1139" xml:space="preserve">Managing Remote Teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don+t necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web Assessment and Redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs. coolness

* Trying to retain control of your technical destiny with open source platforms

Web Redesigns Part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
    <sha1>75c605b2bd8a6d793a3565db0498829beaa42ba3</sha1>
  </revision>
  <revision>
    <id>470</id>
    <parentid>469</parentid>
    <timestamp>2016-01-13T21:53:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1138" xml:space="preserve">Managing Remote Teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don+t necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web Assessment and Redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs. coolness

* Trying to retain control of your technical destiny with open source platforms

Web Redesign Part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
    <sha1>5402e655b923c0fb91c3722382d811c3ec1536e2</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>NewYork2008:Open Source CMS Q&amp;A session</title>
  <ns>0</ns>
  <id>107</id>
  <revision>
    <id>471</id>
    <parentid>215</parentid>
    <timestamp>2016-01-13T21:55:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3040" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- Most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

Process

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- first decision, are they prepared to go to a CMS?
- can their designer go that route? I.e., is he or she ready for theming?
- need to take inventory of extra features such as external databases, email lists, etc.
- generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- moving from Photoshop to a theme can be tricky, since tradeoffs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>df324d296f5ac3ca12d88c8f99c70cd59ec534d6</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>NewYork2008:User testing processes and getting info from users</title>
  <ns>0</ns>
  <id>121</id>
  <revision>
    <id>473</id>
    <parentid>243</parentid>
    <timestamp>2016-01-13T21:59:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4646" xml:space="preserve">==Discussion==

Why is everyone here?

interest in how to build testing into the project cycle.
* Functional Testing - does it do what you want it to do?
* Usability Testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced witha documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "Ah-Ha's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>8224336eada4683453dcce90212953be20377dda</sha1>
  </revision>
  <revision>
    <id>474</id>
    <parentid>473</parentid>
    <timestamp>2016-01-13T22:00:12Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4647" xml:space="preserve">==Discussion==

Why is everyone here?

interest in how to build testing into the project cycle.
* Functional Testing - does it do what you want it to do?
* Usability Testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "Ah-Ha's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>41940b32d2856574820133ed03f6b29b112d6c79</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>154</id>
  <revision>
    <id>475</id>
    <parentid>309</parentid>
    <timestamp>2016-01-13T22:15:10Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9650" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura
Defining and confining scope
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

Physcological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own tradeoffs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

Design and scope. 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking coworkers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't ahve the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
    <sha1>24c9b433f8c77c4e4820df5589f2780bd7c5a1c4</sha1>
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</page>
<page arvcontinue="20160113202322|457">
  <title>User testing processes and getting info from users</title>
  <ns>0</ns>
  <id>163</id>
  <revision>
    <id>476</id>
    <parentid>327</parentid>
    <timestamp>2016-01-13T22:18:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4647" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* functional testing - does it do what you want it to do?
* usability testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "Ah-Ha's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>9744bb190f4e43d173ee00d3e02dfc038472fc08</sha1>
  </revision>
  <revision>
    <id>477</id>
    <parentid>476</parentid>
    <timestamp>2016-01-13T22:18:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4647" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* Functional Testing - does it do what you want it to do?
* Usability Testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "Ah-Ha's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>bbd865df2e201fbf4fde8d48845b385780672e47</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>WestCoast2008:So You’ve Been Drafted – the Accidental Technology Project Manager</title>
  <ns>0</ns>
  <id>205</id>
  <revision>
    <id>478</id>
    <timestamp>2016-01-13T22:22:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <comment>Created page with "=== Description ===  So you find yourself in the role of a technology project manager - what now?  This session will discuss what you might want to know (and how to learn it),..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="311" xml:space="preserve">=== Description ===

So you find yourself in the role of a technology project manager - what now?  This session will discuss what you might want to know (and how to learn it), what things you probably don't need to know, and some key factors for success.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>6c23db720ae833fa061222608869fad84f2f57e7</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>WestCoast2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>175</id>
  <revision>
    <id>479</id>
    <parentid>351</parentid>
    <timestamp>2016-01-13T22:25:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7319" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

Eric asks for a go around on what our database experiences have been.

Eric throws out a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

Troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. Security is also often a huge concern because sensitive data.

Eric asks us to tells some stories about security trouble.  Tanya tells us about an experience at move on, like rate limiting access to data. Eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

Tom suggests that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

Eric ask how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how realistic their estimates are. Ian asks, how do we gauge for the unexpected, no one seems to know.

Melinda talks about the fact that people don't expect thing to be on time exactly.

Tanya talks about her hope that you will tell her rather than pretend since she might then decide to scrap that feature.

Tom suggest that prioritizing things is super important to that and being clear about what is possible.

Anna talks about her engineers want for good detailed descriptions.  

Eric talks about estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

Mark talks about good introduction planning and approaching scope as a good intro planning phase.  

Ian tells stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

Hanna talks about using the trade off, making sure that people know that features are often a trade off.  as well as identifying what is core functionality.

Eric suggests over delivery and under promise.  

Debbie suggests that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

Eric suggests a to-do list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

Melinda says a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularly can be very hard because the testers are busy.

Eric talk about ways to model the idea as a test.  Ian says you are testing the person not the code.  

Tom talks about the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

Hanna talk about making them think through all the reports, making them think about what output or report they will want early on.  

Tanya suggests that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

Eric asks us about communication styles.

Bergan talks about doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

Hanna suggest a weekly email report of what people are doing.   Catherine talks about using instant messenger or basecamp to keep up really up to date in the moment.

Mike talks about using the application camp fire.  

Eric talk about always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

Tom talks about the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

Bergen suggest that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

Tanya asks what kinda language you would use to describe the project.   

Eric defines RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 


Tanya asks what is scope.  Tom answers that it is a very detailed description of the project. 

Anna talks about scope docs as being really detailed down to each page.

Mark talks about specs as being more about the actually technical requirements, what technical things need to happen. 

Eric talks about a spec as being rewritten by contractors and developer as a part of any process.

Tom says that scope is implementation path while spec is more a general itemized list of technical points.

Eric says know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

Anna, talks about training and documentation as being an important part of ending the project.

Eric suggest that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

Anna talk about how projects never really end because people can always think of something else they might want.

Tom talks about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

Eric asks us to talk about data migration challenges and ideas.

Folks talk about the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 

Eric talk about data cleanup and how it's a partnership to clean the data.

Anna asks folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.

Tanya suggests a contest to get staff to do tedious things, like giving away iPhones for uploading data</text>
    <sha1>266ef317a5648222f006fc75de4db06e1d82df9a</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>WestCoast2008:Methods in Selecting Software</title>
  <ns>0</ns>
  <id>178</id>
  <revision>
    <id>480</id>
    <parentid>357</parentid>
    <timestamp>2016-01-13T22:29:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4228" xml:space="preserve">How do you balance the need to pick great software with the need to not spend a year full time doing it?  We'll talk about processes and methods - including Idealware's research methods for understanding what software is available in a particular area - that can help.

== Seth &amp; Laura -- Software Selection ==

== Ahas ==
* Psychological and cultural divide between technies and the mission that is inimicable to your interest.
Seems that there has to be some fundamental understanding of how the technology works, and if you don't have that ....
* The concept of good enough.
* Great idea to use others RFPs at shortcut feature list.
* Happy that others agreed that RFP's can be a waste of time
* Challenges can be very similar, but solutions very different.

== Session ==
Seth

* For CMS, picked tech first (Drupal), then put out RFP without specifying platform
* For CRM, picked platform first (salesforce), then put out RFP for customizing/implementing.

Robert

* Long complex RFP processes often a waste of time. 
* Short RFP (5-10) pages make a lot more sense, 
* Some vendors refuse to respond to RFP's, unless there is an existing relationship

Laura
* We are in bad cycle of RFP abuse
* Lots of web site vendors won't respond to RFPs

Jonathan 
* What do non-profits think about contracts

Kimberly
* Contracts help define relationship and build it out

Arthur
* Contract is valuable symbol, memorializes

Robert
Always write a proposal for clients, and always write a scope of work * different from RFP

NAME
* RFP has a bad stamp to it

Laura
* Idealware is a non-profit that provides information on software
* Two methodoliges
  * look at what a market [set of features] looks like
  * find 5-10 experts, interview them, find out what considerations are, market leading products

* Detailed tool comparison reports (example, doing grant management tools) 
  * 10-20 people 
  * vendor demos are followed by creation of rubric
  * nonprofits could use variation of this method

Seth
* Method depends on size of org. large orgs bring in the vendors to demo the software. smaller orgs (&lt;20 staff) do informal research.

Cinderella
* How do we find out the top 3 software choices for list mgmt?

[Name]
How do I find references?
* Ask vendors for references
* Check out social source commons, socialsourcecommongs.org
* Just google and find references, then follow up by a email.


Joe

I don't have time to join all these groups and do all this research. How do I get answers quickly.
* Look at market leaders
* Find something good enough

Joe

How to pick calendar sharing application
Look at 
* Cost
* Ease of use
* Ease to implement
* Interoperability with outlook
* Low support burden, no extra work for technies.

Laura and Dyana

How do we define needs?
What is your system for coming up with a checklist?

Arthur
* we are not that systematic, we are intuitive

Ken
* Even though we are more structured, we have lots of false starts

Joe
* Sit down and have a meeting, make a proposal for something that meets your needs

Robert
* This is a place where other people's RFPs are very useful
* Look at other people's RFP for ideas, features to prioritize

Seth
* Keep ongoing list of needs, problems noticed
* Sit down with tech consultant

Laura

Get demos early in the process to know what is possible.

Arthur

Adoption can be a problem, if leader doesn't drive best practices and adoption, often doesn't happen.

Name?

Have group brainstorming and prioritizing. Do a 3 hour meeting with everybody in the room, as opposed to individual meetings.

Laura
* Knowledge of what is possible
* Knowledge of what tools exist
* Understanding organizational and people's needs

Seth
How to rationally set a budget?
* Look at how tech relates to mission
* Look at how tech relates to income.
* Look at staff time / money saved
* Factor in if is generates income

Consultant experience of what people pay for /budget for a donor database * seems totally arbitrary.

.... Missed some stuff ....

David

Don't forget asking your peers, friends and colleagues offline. Call up people and ask them what they use.

Seth

Put out queries on progressive-exchange mailing list. But may get lots of private responses from vendors.</text>
    <sha1>c5cefe781f46f376725b8b3581e6dc92d0baa473</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>WestCoast2008:PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>184</id>
  <revision>
    <id>481</id>
    <parentid>369</parentid>
    <timestamp>2016-01-13T22:31:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2865" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 
Credibility 

Cultivation 

Clickability 

Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

AH-HA's 

- Seeing your software from the perspective of managers

- The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>1510fc3ccd0d1d99ece7354bd1a9e5b540da5e57</sha1>
  </revision>
  <revision>
    <id>482</id>
    <parentid>481</parentid>
    <timestamp>2016-01-13T22:32:17Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2864" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 
Credibility 

Cultivation 

Clickability 

Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

AH-HA's 

- Seeing your software from the perspective of managers

- The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>f4fd0e72d129908fdea0eb2bfad939204c8d4f09</sha1>
  </revision>
  <revision>
    <id>483</id>
    <parentid>482</parentid>
    <timestamp>2016-01-13T22:32:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2869" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

AH-HA's 

- Seeing your software from the perspective of managers

- The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>c32ce20519d3c07a509e2f60ee7568f52d7ae933</sha1>
  </revision>
  <revision>
    <id>484</id>
    <parentid>483</parentid>
    <timestamp>2016-01-13T22:33:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2871" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


AH-HA's 


- Seeing your software from the perspective of managers

- The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>3acea8e879cc97889ebb306bbd283a689660728e</sha1>
  </revision>
  <revision>
    <id>485</id>
    <parentid>484</parentid>
    <timestamp>2016-01-13T22:34:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2871" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


AH-HA's 


- Seeing your software from the perspective of managers

- The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal talks about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>81c26945b10dbbf4e287203d68fc78316e0ece2f</sha1>
  </revision>
  <revision>
    <id>486</id>
    <parentid>485</parentid>
    <timestamp>2016-01-13T22:34:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2882" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


AH-HA's 
- - - - - - 

*Seeing your software from the perspective of managers

*The idea of a content inventory


Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal talks about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>9297baf1d450aac93e937972aaa5cf8a6c121f95</sha1>
  </revision>
  <revision>
    <id>487</id>
    <parentid>486</parentid>
    <timestamp>2016-01-13T22:35:06Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2859" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 


*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


AH-HA's 
 

*Seeing your software from the perspective of managers

*The idea of a content inventory


Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal talks about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>d366c7a95684d431a0b524275c8f1dfe63dc3378</sha1>
  </revision>
  <revision>
    <id>488</id>
    <parentid>487</parentid>
    <timestamp>2016-01-13T22:35:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2858" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introdution'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 


*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


AH-HA's 
 
*Seeing your software from the perspective of managers

*The idea of a content inventory


Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal talks about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>8c2954fd24b986195d687d5721ec4dc3c2a0c5cc</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>WestCoast2008:Techniques and Tools for Remote Collaboration</title>
  <ns>0</ns>
  <id>189</id>
  <revision>
    <id>489</id>
    <parentid>379</parentid>
    <timestamp>2016-01-13T22:38:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="8529" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude


Remote Collaboration. 

Teams in 3 diff places team
MAP capacity building. Accounting, legal, strat plan 
2 teams on diff coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modeling. 
Regional, national networks, communities of interest in diff places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collab and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

Problems &amp; challenges: 
Keeping everyone on the same page. Don’t exclude those not present.
Software installing
Virgin control with documents – which is most current copy of document edits. 
How to white board on the phone
Budget for tools needed
Get useful updates and understand status of projects 
Confirming understanding
Drawing out quiet members of team
Is it an effective conversation
How to get feedback. 
Keeping people engaged in conversation?
Multi-tasking prevention. 
Creating a venue informal discussions – besides agenda’d meeting. 
Create energy of interaction and good ideas creation
Culture propagation, eg how to bring in new people

Understanding what people’s capacity is at a given time. 
Coalition and network interactions
1-	creating a zone for cohesive team formation:

tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat w/ one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it thru Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messeging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

Techniques: 

1- Skype. 
Time zone issues. 
Moving technical data, dbases, documents. 
Use Skype works 80% of the time. 
Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
“little good with a curl” good very good; bad atrocious. 
Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
Move algorithms – type it in. 
Email one another. 
You can be invisible. They can shout your name even at 2:30am. 

Means of communication for diff purposes. Evolved that way. 
IM is Apple stuff. 

2- Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

3- How to schedule meetings? 

Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

What about international – no overlapping times. 
No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

4- Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg, universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, diff versions. 

BaseCamp – graphic design iterations eg. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

5. Shared Diagramming Tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

6. Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

7. Website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conf calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AHA:
Communication – easier to sort out
Collaboration – think together simultaneously – harder to tailor to everyone’s need
IM and IRC
Important to establish informal backchannel for office team
Sometimes you have to meet in person. 
Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates w/ quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
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  </revision>
  <revision>
    <id>490</id>
    <parentid>489</parentid>
    <timestamp>2016-01-13T22:38:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="8531" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude


Remote Collaboration. 

Teams in 3 diff places team
MAP capacity building. Accounting, legal, strat plan 
2 teams on diff coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modeling. 
Regional, national networks, communities of interest in diff places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collab and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

Problems &amp; challenges: 
Keeping everyone on the same page. Don’t exclude those not present.
Software installing
Virgin control with documents – which is most current copy of document edits. 
How to white board on the phone
Budget for tools needed
Get useful updates and understand status of projects 
Confirming understanding
Drawing out quiet members of team
Is it an effective conversation
How to get feedback. 
Keeping people engaged in conversation?
Multi-tasking prevention. 
Creating a venue informal discussions – besides agenda’d meeting. 
Create energy of interaction and good ideas creation
Culture propagation, eg how to bring in new people

Understanding what people’s capacity is at a given time. 
Coalition and network interactions
1-	creating a zone for cohesive team formation:

tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat w/ one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it thru Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messeging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

Techniques: 

1- Skype. 
Time zone issues. 
Moving technical data, dbases, documents. 
Use Skype works 80% of the time. 
Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
“little good with a curl” good very good; bad atrocious. 
Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
Move algorithms – type it in. 
Email one another. 
You can be invisible. They can shout your name even at 2:30am. 

Means of communication for diff purposes. Evolved that way. 
IM is Apple stuff. 

2- Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

3- How to schedule meetings? 

Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

What about international – no overlapping times. 
No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

4- Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg, universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, diff versions. 

BaseCamp – graphic design iterations eg. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

5. Shared Diagramming Tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

6. Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

7. Website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conf calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AH-HA:
Communication – easier to sort out
Collaboration – think together simultaneously – harder to tailor to everyone’s need
IM and IRC
Important to establish informal backchannel for office team
Sometimes you have to meet in person. 
Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates w/ quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>af35cee0e165006d41e0bf323f945605edfd944d</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>WestCoast2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>195</id>
  <revision>
    <id>491</id>
    <parentid>391</parentid>
    <timestamp>2016-01-13T22:39:54Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11954" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

3 levels of websites: 
Brochure website
Contact MP
Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
$75-125 NGO rate.
800 to upgrade Drupal
4 year web budget under $10k

Independent contractor. $65-150. 
Baseline 5 page $1500-$5000. 
Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
Good for market. Long term contract lockin. 

Types of participants in web development: 
Platform players.
Services &amp; Vender.
Consultants

Website consultant: using Drupal, Theming
$80-150/hour. sliding scale
Branding and media strategy
$5k- $10k for branding, treatment, design

Americorps Vista. Created Website brochureware, searchable database.
$3k fee equivalent. 

C Tech
$75-100/hr
Brochureware minimum $2k. DRupal implementation. Colors in std theme. Logo.
Add custum theme development. 
McWebsites up to $15,000
All Drupal. 

Onenw
Plone shop affects hosting costs. 
Hosting rates 
Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
High touch design, change orders, prices go up. $10-30k for major design and trade offs. 
Pricing is good information forces both to be honest. 
$50-100k for crazy design stuff. 
Advise clients for upgrades after 3 years. 20-30% of project budget. 
Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service. Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 

Python programmers? Not many known.
PHP programmers – some will create code for food. 

ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 

Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 
Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realisestate. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 
Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and intelinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 
- Change wordpress themes and org maintain
- CVCRM and Drupal. 
- design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
- high end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 
Extra thing. Not typical client. 
-	Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k. 100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
-	- no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 
Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can moblize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studeio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern povery law Center. Foundations. 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want rollout. Send it to others. 

Small shops are booked. 

“get more work than you can handle”
But not at capacity. Development on some, and further along. 
Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

organization to support people with life threatening illness. Brochure ware needs
to be redone. Flash on 2 pages. In house job. First it was letting peole know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launding and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual worlkd enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
Includes inhouse designer and trainer. 
$95/hour for design
Hosting $40-65/month includes tech support and email. 
Custom projects start $15k. Less not viable. 
Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of diff ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
Get templates and install them. 
Cost for implementation $4k-10k. do fixed costs esier for clients. 
Very little brochure ware doesn’t make sense when using a CMS system. 
Host workdpress and the other bit. 
Mostly $6,500 add 30-40%. 
Host $50/month w/ ½ hour support. 
$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool w/ added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/launch. 

Choices 
Fixed bid
Creeping hourly
Cap
Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue w/ fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production bc bad or no RFPs. Then estimate. Range on first part. Fixed. 
2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 
3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
High touch strategy component – planning re audiences. 
More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

Report back: 
Share AHA:

1-	get paid for pre-production work hourly, esp for big projects. Before you starte active project management. 
2-	Upper cap to project cost.
3-	Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>0ab4bd411d487be20d6546002d6dffbeca0d8155</sha1>
  </revision>
  <revision>
    <id>492</id>
    <parentid>491</parentid>
    <timestamp>2016-01-13T22:41:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11954" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

3 levels of websites: 
Brochure website
Contact MP
Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
$75-125 NGO rate.
800 to upgrade Drupal
4 year web budget under $10k

Independent contractor. $65-150. 
Baseline 5 page $1500-$5000. 
Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
Good for market. Long term contract lockin. 

Types of participants in web development: 
Platform players.
Services &amp; Vender.
Consultants

Website consultant: using Drupal, Theming
$80-150/hour. sliding scale
Branding and media strategy
$5k- $10k for branding, treatment, design

Americorps Vista. Created Website brochureware, searchable database.
$3k fee equivalent. 

C Tech
$75-100/hr
Brochureware minimum $2k. DRupal implementation. Colors in std theme. Logo.
Add custum theme development. 
McWebsites up to $15,000
All Drupal. 

Onenw
Plone shop affects hosting costs. 
Hosting rates 
Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
High touch design, change orders, prices go up. $10-30k for major design and trade offs. 
Pricing is good information forces both to be honest. 
$50-100k for crazy design stuff. 
Advise clients for upgrades after 3 years. 20-30% of project budget. 
Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service. Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 

Python programmers? Not many known.
PHP programmers – some will create code for food. 

ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 

Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 
Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realisestate. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 
Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and intelinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 
- Change wordpress themes and org maintain
- CVCRM and Drupal. 
- design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
- high end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 
Extra thing. Not typical client. 
-	Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k. 100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
-	- no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 
Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can moblize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studeio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern povery law Center. Foundations. 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want rollout. Send it to others. 

Small shops are booked. 

“Get more work than you can handle”
But not at capacity. Development on some, and further along. 
Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting peole know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launding and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual worlkd enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
Includes inhouse designer and trainer. 
$95/hour for design
Hosting $40-65/month includes tech support and email. 
Custom projects start $15k. Less not viable. 
Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of diff ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
Get templates and install them. 
Cost for implementation $4k-10k. do fixed costs esier for clients. 
Very little brochure ware doesn’t make sense when using a CMS system. 
Host wordpress and the other bit. 
Mostly $6,500 add 30-40%. 
Host $50/month w/ ½ hour support. 
$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool w/ added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/launch. 

Choices 
Fixed bid
Creeping hourly
Cap
Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue w/ fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production bc bad or no RFPs. Then estimate. Range on first part. Fixed. 
2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 
3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
High touch strategy component – planning re audiences. 
More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

Report back: 
Share AH-HA:

1-	Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 
2-	Upper cap to project cost.
3-	Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>421f4e7904e5ace3241e9ce130321f789d5fc878</sha1>
  </revision>
  <revision>
    <id>493</id>
    <parentid>492</parentid>
    <timestamp>2016-01-13T22:42:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11956" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

3 levels of websites: 
Brochure website
Contact MP
Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
$75-125 NGO rate.
800 to upgrade Drupal
4 year web budget under $10k

Independent contractor. $65-150. 
Baseline 5 page $1500-$5000. 
Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
Good for market. Long term contract lockin. 

Types of participants in web development: 
Platform players.
Services &amp; Vender.
Consultants

Website consultant: using Drupal, Theming
$80-150/hour. sliding scale
Branding and media strategy
$5k- $10k for branding, treatment, design

Americorps Vista. Created Website brochureware, searchable database.
$3k fee equivalent. 

C Tech
$75-100/hr
Brochureware minimum $2k. DRupal implementation. Colors in std theme. Logo.
Add custum theme development. 
McWebsites up to $15,000
All Drupal. 

One new Plone shop affects hosting costs. 
Hosting rates 
Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
High touch design, change orders, prices go up. $10-30k for major design and trade offs. 
Pricing is good information forces both to be honest. 
$50-100k for crazy design stuff. 
Advise clients for upgrades after 3 years. 20-30% of project budget. 
Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service. Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 

Python programmers? Not many known.
PHP programmers – some will create code for food. 

ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 

Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 
Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realisestate. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 
Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and intelinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 
- Change wordpress themes and org maintain
- CVCRM and Drupal. 
- design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
- high end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 
Extra thing. Not typical client. 
-	Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k. 100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
-	- no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 
Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can moblize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studeio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern povery law Center. Foundations. 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want rollout. Send it to others. 

Small shops are booked. 

“Get more work than you can handle”
But not at capacity. Development on some, and further along. 
Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting peole know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launding and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual worlkd enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
Includes inhouse designer and trainer. 
$95/hour for design
Hosting $40-65/month includes tech support and email. 
Custom projects start $15k. Less not viable. 
Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of diff ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
Get templates and install them. 
Cost for implementation $4k-10k. do fixed costs esier for clients. 
Very little brochure ware doesn’t make sense when using a CMS system. 
Host wordpress and the other bit. 
Mostly $6,500 add 30-40%. 
Host $50/month w/ ½ hour support. 
$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool w/ added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/launch. 

Choices 
Fixed bid
Creeping hourly
Cap
Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue w/ fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production bc bad or no RFPs. Then estimate. Range on first part. Fixed. 
2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 
3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
High touch strategy component – planning re audiences. 
More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

Report back: 
Share AH-HA:

1-	Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 
2-	Upper cap to project cost.
3-	Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
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</page>
<page arvcontinue="20160113202322|457">
  <title>Whirlwind Discussion of Project Management Utilities</title>
  <ns>0</ns>
  <id>198</id>
  <revision>
    <id>494</id>
    <parentid>397</parentid>
    <timestamp>2016-01-13T22:44:14Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2640" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.


----


===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AHA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>73709af38185f895a55dd35f86ed20ae36474c0f</sha1>
  </revision>
  <revision>
    <id>495</id>
    <parentid>494</parentid>
    <timestamp>2016-01-13T22:44:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2632" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AHA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>69b54b2e2f5ea57de3e653a3178981d16ff6bb1e</sha1>
  </revision>
  <revision>
    <id>496</id>
    <parentid>495</parentid>
    <timestamp>2016-01-13T22:44:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2634" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AH-HA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>56047999ec08771fe8c3f9f0bfdc0ccff4ef1372</sha1>
  </revision>
  <revision>
    <id>497</id>
    <parentid>496</parentid>
    <timestamp>2016-01-13T22:45:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2634" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AH-HA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>9d610aa28a8120e3a64068ae04eccb963c967d7b</sha1>
  </revision>
  <revision>
    <id>498</id>
    <parentid>497</parentid>
    <timestamp>2016-01-13T22:45:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2635" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AH-HA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
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</page>
<page arvcontinue="20160113202322|457">
  <title>Client Perspective on Software Development Projects</title>
  <ns>0</ns>
  <id>13</id>
  <revision>
    <id>499</id>
    <parentid>25</parentid>
    <timestamp>2016-01-13T22:49:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="386" xml:space="preserve">=== Description ===

This session will examine what it is like to be on the receiving end of a Software Development Project. Dealing with vendors, making sure implementations match needs, and managing technology issues that are controlled by others will all be covered, and participants are encouraged to share their own stories.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>DC2009:Managing the Development of Customized Joomla! Websites</title>
  <ns>0</ns>
  <id>31</id>
  <revision>
    <id>500</id>
    <parentid>61</parentid>
    <timestamp>2016-01-13T22:54:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4884" xml:space="preserve">== Description ==

Tim Forbes, the Director of Project Management at PICnet, will be speaking about successful project management techniques employed at his company in developing large and customized Joomla! websites.  His experience in writing requirements, managing client expectations, estimating work hours, testing, and quality assurance to develop unique extensions (such as Version Control and ACL) for large organizations such as the American Society for Microbiology and American Academy of Physician Assistants is invaluable.  During the last three years, Tim and his team has helped PICnet become one of the most dynamic companies in the non-profit community.

=== Session Notes ===

Catherine: Trying to figure out how to maintain/integrate twitter and facebook.  Accidental project manager and having problems with people.  It takes 8 people to update our website.

Monica: I want to understand a little bit about change management and how to manage website changes when they are thrown at you, dealing vendors, identify consultants, and understanding how to train people in Joomla! so that we don't have to answer questions as they arise.

Todd: Work at nature reserve. Don't want to be a project manager but it will make me a better manager overall. We're in the middle of moving our website over to a CMS.

Karen: I work at a NPO. Currently redesigning, redoing our website using Wordpress as our CMS. There's a lot of data about achievement gaps and we want to make sure that parents get and understand this information. Curious about how to use basecamp with outside vendors.

Roberta: Design &amp; development of websites and work with large organizations.  Looking to learn more about non-profits' problems.

Noelle: ______ Association. Starting a project that will involve a new website and database.  It's currently an offline database that needs to be online and integrating it with the database is a pain.  Trying to learn as much as possible before we begin this thing.

Grace: I work at CITI. General website management tips and balancing the interests of multiple stakeholders in the organization.  Making it an effective/collaborative process. Need to redesign our website and need to figure out how to do that best.

Hunter: User experience designer. Want to learn about what's going on. Might be starting my own web project.

Gorav: Need to do a full redesign for our website. Just looking to see what peopele are doing.

Wendy: Dabbled in project management. CMS/CRM/metrics etc. integration and reporting.

Andy: Getting a new website. Five websites and are currently all old websites. Open to whatever CMS system.

Ernesto: What are the needs of non-profits. MPCA.

Courtney: Build drupal sites for non-profits. Double role as developer and accidental PM.

Scott: Not a PM. Worked at CITI as developer.

scott: It's critical that developers and project managers are separate people. The roles and responsibilities are different and the priorities of the project differ depending on who is in-charge.

Cheap, fast, and good: Pick two. This is a principle often used in project management.

PMs need to keep track of timeline, budget, etc. so that people above them can make decisions as they need.

Wendy: What do you do when the CEO/ED comes to your desk and says 'I want a new website'?  How do you determine what exactly to figure out what to do first?

Hunter: I always look at this from the design perspective.  Make it about the user experience but determine your goals first.

Roberta: Think about it from a user perspective i.e. make it user centric. For example, not just put twitter on a website just because twitter is cool. Given a feature, does it fall in line with the vision of hte organization and is it useful for your users.

Pradeep: Explained PICnet's approach to big projects. There was some discussion between agile vs. waterfall development.

Glennette: You need an online strategist.

Kafi: @wendy, what went wrong?

Wendy: Things went over the timeline and overbudget.

Pradeep: There are two parts to this question. Vision to RFP and RFP to End Game. We've been talking mostly about the latter.

Scott: Wendy put together the best RFP ever. She will be hosting a session this afternoon. Hope all can attend. Using an RFP, you can weed out vendors and determine the quality of vendors who respond.

Pradeep: There are products and services out there that have very small budgets for website development.

Monica: @Hunter: How do you understand what stakeholders need or want?

Hunter: You talk to them, interview them, have them fill out surveys. You reach out to people and offer them gift cards etc. and other things to have them review your ideas as a favor.

* Crowdsourcing
* Rolling things out in phases
* Is it necessary to separate the ownership of product vs. project?
* Cheap, fast, and good: pick two.

Hit-by-a-bus test</text>
    <sha1>7a3e6856c0a96d6129c7b0cc96b8892782d11b96</sha1>
  </revision>
  <revision>
    <id>501</id>
    <parentid>500</parentid>
    <timestamp>2016-01-13T22:56:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4884" xml:space="preserve">== Description ==

Tim Forbes, the Director of Project Management at PICnet, will be speaking about successful Project Management Techniques employed at his company in developing large and customized Joomla! websites.  His experience in writing requirements, managing client expectations, estimating work hours, testing, and quality assurance to develop unique extensions (such as Version Control and ACL) for large organizations such as the American Society for Microbiology and American Academy of Physician Assistants is invaluable.  During the last three years, Tim and his team has helped PICnet become one of the most dynamic companies in the non-profit community.

=== Session Notes ===

Catherine: Trying to figure out how to maintain/integrate twitter and facebook.  Accidental project manager and having problems with people.  It takes 8 people to update our website.

Monica: I want to understand a little bit about change management and how to manage website changes when they are thrown at you, dealing vendors, identify consultants, and understanding how to train people in Joomla! so that we don't have to answer questions as they arise.

Todd: Work at nature reserve. Don't want to be a project manager but it will make me a better manager overall. We're in the middle of moving our website over to a CMS.

Karen: I work at a NPO. Currently redesigning, redoing our website using Wordpress as our CMS. There's a lot of data about achievement gaps and we want to make sure that parents get and understand this information. Curious about how to use basecamp with outside vendors.

Roberta: Design &amp; development of websites and work with large organizations.  Looking to learn more about non-profits' problems.

Noelle: ______ Association. Starting a project that will involve a new website and database.  It's currently an offline database that needs to be online and integrating it with the database is a pain.  Trying to learn as much as possible before we begin this thing.

Grace: I work at CITI. General website management tips and balancing the interests of multiple stakeholders in the organization.  Making it an effective/collaborative process. Need to redesign our website and need to figure out how to do that best.

Hunter: User experience designer. Want to learn about what's going on. Might be starting my own web project.

Gorav: Need to do a full redesign for our website. Just looking to see what peopele are doing.

Wendy: Dabbled in project management. CMS/CRM/metrics etc. integration and reporting.

Andy: Getting a new website. Five websites and are currently all old websites. Open to whatever CMS system.

Ernesto: What are the needs of non-profits. MPCA.

Courtney: Build drupal sites for non-profits. Double role as developer and accidental PM.

Scott: Not a PM. Worked at CITI as developer.

Scott: It's critical that developers and project managers are separate people. The roles and responsibilities are different and the priorities of the project differ depending on who is in-charge.

Cheap, fast, and good: Pick two. This is a principle often used in project management.

PMs need to keep track of timeline, budget, etc. so that people above them can make decisions as they need.

Wendy: What do you do when the CEO/ED comes to your desk and says 'I want a new website'?  How do you determine what exactly to figure out what to do first?

Hunter: I always look at this from the design perspective.  Make it about the user experience but determine your goals first.

Roberta: Think about it from a user perspective i.e. make it user centric. For example, not just put twitter on a website just because twitter is cool. Given a feature, does it fall in line with the vision of hte organization and is it useful for your users.

Pradeep: Explained PICnet's approach to big projects. There was some discussion between agile vs. waterfall development.

Glennette: You need an online strategist.

Kafi: @wendy, what went wrong?

Wendy: Things went over the timeline and overbudget.

Pradeep: There are two parts to this question. Vision to RFP and RFP to End Game. We've been talking mostly about the latter.

Scott: Wendy put together the best RFP ever. She will be hosting a session this afternoon. Hope all can attend. Using an RFP, you can weed out vendors and determine the quality of vendors who respond.

Pradeep: There are products and services out there that have very small budgets for website development.

Monica: @Hunter: How do you understand what stakeholders need or want?

Hunter: You talk to them, interview them, have them fill out surveys. You reach out to people and offer them gift cards etc. and other things to have them review your ideas as a favor.

* Crowdsourcing
* Rolling things out in phases
* Is it necessary to separate the ownership of product vs. project?
* Cheap, fast, and good: pick two.

Hit-by-a-bus test</text>
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  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>DC2009:Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>34</id>
  <revision>
    <id>502</id>
    <parentid>67</parentid>
    <timestamp>2016-01-13T22:58:14Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="618" xml:space="preserve">=== Description ===

We'll kick off MNTP with parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of the five discussions they'll join, and each group will report key outcomes back to the larger group.

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in Nonprofit Technology Project Management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
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</page>
<page arvcontinue="20160113202322|457">
  <title>DC2009:Event Agenda</title>
  <ns>0</ns>
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  <revision>
    <id>504</id>
    <parentid>41</parentid>
    <timestamp>2016-01-13T23:01:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3948" xml:space="preserve">This was the agenda for the first MNTP-DC on 22-23 July 2009.

Sessions were led by a fantastic set of '''[[DC2009:Event Facilitators|Event Facilitators]]'''.

The agenda was collaboratively evolved by participants in the time leading up to and during the gathering.

=== Wednesday, 22 July -- MNTP DC 2009, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[DC2009:Opening Discussions - Project Management Principles|Opening Discussions - Project Management Principles]]

* [[DC2009:PM Principles - Introduction to Project Management|PM Principles - Introduction to Project Management]]
* [[DC2009:PM Principles - Website Essentials|PM Principles - Web Site Essentials]]
* [[DC2009:PM Principles - Software and Database Development|PM Principles - Software and Database Development]]

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda. Participants will encouraged to add topics they specifically want to focus on.
* [[DC2009:Interactive Agenda Clustering|Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' Afternoon Sessions 1

* [[DC2009:So You’ve Been Drafted – the Accidental Technology Project Manager|So You’ve Been Drafted – the Accidental Technology Project Manager]] 
* [[DC2009:Writing an RFP for a web project|Writing an RFP for a web project]]
* [[DC2009:Online Collaboration Tools|Online Collaboration Tools]]: Communicating with the Project Team and Tracking your project milestones and deliverables
* [[DC2009:Managing 3rd-party software implementations|Managing 3rd-party software implementations]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 2

* [[DC2009:Managing Nonprofit Software Development Projects|Managing Nonprofit Software Development Projects]]
* [[DC2009:Web Site Redesign: How to do it Right|Web Site Redesign: How to do it Right]]
* [[DC2009:Managing demands from internal stakeholders|Managing demands from internal stakeholders]]
* [[DC2009:Managing Drupal Web Projects|Managing Drupal Web Projects]]

'''16:30''' Closing Circle

'''17:00''' Happy Hour
* Location To Be Announced

=== Thursday, 23 July -- MNTP DC 2009, Day 2 ===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[DC2009:Project Management Peer Assists|Project Management Peer Assists]]

'''10:45''' Break

'''11:15''' Morning Sessions 2

* [[DC2009:Managing Expectations: Avoiding surprises halfway through your project|Managing Expectations: Avoiding surprises halfway through your project]]
* [[DC2009:What Should a Web Site Cost?|What Should a Web Site Cost?]]
* [[DC2009:Client Perspective on Software Development Projects|Client Perspective on Software Development Projects]]
* [[DC2009:The convergence of architecture and content|The convergence of architecture and content]]
* [[DC2009:Managing the Development of Customized Joomla! Websites|Managing the Development of Customized Joomla! Websites]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:00''' [[DC2009:Tool Mapping|Tool Mapping]]

'''13:30''' [[DC2009:Software Bazaar|Software Bazaar]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 
* [[DC2009:Managing Consultants and Dealing with Vendors|Managing Consultants and Dealing with Vendors]]
* [[DC2009:Methods in Selecting Software|Methods in Selecting Software]]
* [[DC2009:The Politics of Project Management|The Politics of Project Management]]
* [[DC2009:Project Failures: Identifying and Mitigating Potentials Risks|Project Failures: Identifying and Mitigating Potentials Risks]]
* [[DC2009:Agile Ways to Develop Joomla! Extensions|Agile Ways to Develop Joomla! Extensions]]
* [[DC2009:Managing Database Projects|Managing Database Projects]]

'''16:30''' Closing Circle - Take Aways

* [[DC2009:Brainstorm|Brainstorm]]

* Post-event beverages at nearby watering hole</text>
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  <revision>
    <id>506</id>
    <parentid>504</parentid>
    <timestamp>2016-01-13T23:02:34Z</timestamp>
    <contributor>
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      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3947" xml:space="preserve">This was the agenda for the first MNTP-DC on 22-23 July 2009.

Sessions were led by a fantastic set of '''[[DC2009:Event Facilitators|Event Facilitators]]'''.

The agenda was collaboratively evolved by participants in the time leading up to and during the gathering.

=== Wednesday, 22 July -- MNTP DC 2009, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[DC2009:Opening Discussions - Project Management Principles|Opening Discussions - Project Management Principles]]

* [[DC2009:PM Principles - Introduction to Project Management|PM Principles - Introduction to Project Management]]
* [[DC2009:PM Principles - Website Essentials|PM Principles - Website Essentials]]
* [[DC2009:PM Principles - Software and Database Development|PM Principles - Software and Database Development]]

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda. Participants will encouraged to add topics they specifically want to focus on.
* [[DC2009:Interactive Agenda Clustering|Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' Afternoon Sessions 1

* [[DC2009:So You’ve Been Drafted – the Accidental Technology Project Manager|So You’ve Been Drafted – the Accidental Technology Project Manager]] 
* [[DC2009:Writing an RFP for a web project|Writing an RFP for a web project]]
* [[DC2009:Online Collaboration Tools|Online Collaboration Tools]]: Communicating with the Project Team and Tracking your project milestones and deliverables
* [[DC2009:Managing 3rd-party software implementations|Managing 3rd-party software implementations]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 2

* [[DC2009:Managing Nonprofit Software Development Projects|Managing Nonprofit Software Development Projects]]
* [[DC2009:Web Site Redesign: How to do it Right|Web Site Redesign: How to do it Right]]
* [[DC2009:Managing demands from internal stakeholders|Managing demands from internal stakeholders]]
* [[DC2009:Managing Drupal Web Projects|Managing Drupal Web Projects]]

'''16:30''' Closing Circle

'''17:00''' Happy Hour
* Location To Be Announced

=== Thursday, 23 July -- MNTP DC 2009, Day 2 ===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[DC2009:Project Management Peer Assists|Project Management Peer Assists]]

'''10:45''' Break

'''11:15''' Morning Sessions 2

* [[DC2009:Managing Expectations: Avoiding surprises halfway through your project|Managing Expectations: Avoiding surprises halfway through your project]]
* [[DC2009:What Should a Web Site Cost?|What Should a Web Site Cost?]]
* [[DC2009:Client Perspective on Software Development Projects|Client Perspective on Software Development Projects]]
* [[DC2009:The convergence of architecture and content|The convergence of architecture and content]]
* [[DC2009:Managing the Development of Customized Joomla! Websites|Managing the Development of Customized Joomla! Websites]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:00''' [[DC2009:Tool Mapping|Tool Mapping]]

'''13:30''' [[DC2009:Software Bazaar|Software Bazaar]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 
* [[DC2009:Managing Consultants and Dealing with Vendors|Managing Consultants and Dealing with Vendors]]
* [[DC2009:Methods in Selecting Software|Methods in Selecting Software]]
* [[DC2009:The Politics of Project Management|The Politics of Project Management]]
* [[DC2009:Project Failures: Identifying and Mitigating Potentials Risks|Project Failures: Identifying and Mitigating Potentials Risks]]
* [[DC2009:Agile Ways to Develop Joomla! Extensions|Agile Ways to Develop Joomla! Extensions]]
* [[DC2009:Managing Database Projects|Managing Database Projects]]

'''16:30''' Closing Circle - Take Aways

* [[DC2009:Brainstorm|Brainstorm]]

* Post-event beverages at nearby watering hole</text>
    <sha1>4064afff20260c4428e3f8eefae3c58812e383c4</sha1>
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</page>
<page arvcontinue="20160113202322|457">
  <title>DC2009:PM Principles - Website Essentials</title>
  <ns>0</ns>
  <id>206</id>
  <revision>
    <id>505</id>
    <timestamp>2016-01-13T23:01:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <comment>Created page with "=== Description ===  Some of the most universal project management challenges in nonprofit technology revolve around web sites, whether it's creating a new one, upgrading an o..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="430" xml:space="preserve">=== Description ===

Some of the most universal project management challenges in nonprofit technology revolve around web sites, whether it's creating a new one, upgrading an old one, or just maintaining the current one. This session will provide an overview of web site project management, and follow a question-driven approach to address participant needs and curiosities.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>5821c7753f954bc6c58de5c6ce5b3764762fe9fd</sha1>
  </revision>
</page>
<page arvcontinue="20160113202322|457">
  <title>DC2009:So You’ve Been Drafted – the Accidental Technology Project Manager</title>
  <ns>0</ns>
  <id>207</id>
  <revision>
    <id>507</id>
    <timestamp>2016-01-13T23:04:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <comment>Created page with "=== Description ===  So you find yourself in the role of a technology project manager - what now?  This session will discuss what you might want to know (and how to learn it),..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="311" xml:space="preserve">=== Description ===

So you find yourself in the role of a technology project manager - what now?  This session will discuss what you might want to know (and how to learn it), what things you probably don't need to know, and some key factors for success.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>6c23db720ae833fa061222608869fad84f2f57e7</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Looking for demos</title>
  <ns>0</ns>
  <id>64</id>
  <revision>
    <id>508</id>
    <parentid>127</parentid>
    <timestamp>2016-01-13T23:13:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="150" xml:space="preserve">Laura is looking for people who can demo:

* MindMap
* Activecollab
* Sharepoint
* Visio
* Google docs
* Google calendar
* Non-boring part of basecamp</text>
    <sha1>5c29981348ffe5ddbe4e4b09ddb1471917206d26</sha1>
  </revision>
  <revision>
    <id>509</id>
    <parentid>508</parentid>
    <timestamp>2016-01-13T23:14:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="150" xml:space="preserve">Laura is looking for people who can demo:

* MindMap
* Activecollab
* Sharepoint
* Visio
* Google docs
* Google calendar
* Non-boring part of Basecamp</text>
    <sha1>f4c3492ad4a940cd2a1041d80689f210768a7e64</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Managing Database Projects</title>
  <ns>0</ns>
  <id>69</id>
  <revision>
    <id>510</id>
    <parentid>139</parentid>
    <timestamp>2016-01-13T23:15:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="499" xml:space="preserve">== Description ==

Almost all software projects ultimately come down to the database design issue. But the discipline of Database Design is poorly understood and frequently disempowering for Nonprofit staff who know what they need, but not how to request or specific it to database developers. This session will convey best practices for managing database projects, and address participant questions about specific challenges they are facing.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>357e2a598fdd6d4947cc81fdd6e94e6a51e4ef78</sha1>
  </revision>
  <revision>
    <id>511</id>
    <parentid>510</parentid>
    <timestamp>2016-01-13T23:16:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="499" xml:space="preserve">== Description ==

Almost all software projects ultimately come down to the database design issue. But the discipline of Database Design is poorly understood and frequently disempowering for Nonprofit staff who know what they need, but not how to request or specific it to database developers. This session will convey best practices for Managing Database Projects, and address participant questions about specific challenges they are facing.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>dd9192fe422966aa86e500741947a48929e36bf3</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>NewYork2008:Afternoon 2 report backs</title>
  <ns>0</ns>
  <id>87</id>
  <revision>
    <id>512</id>
    <parentid>175</parentid>
    <timestamp>2016-01-13T23:20:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1221" xml:space="preserve">Report Backs

Founder and consultant relationship management

* Good communication with founder, single point of contact
* aligning core competencies of provider and organization
* contracts to reflect requirements

Scope

* Methods you can use to write out your scope and requirements
* Ways to get there, user needs, getting people involved in creating requirements, allocate time to scope

Cross Departmental PM

* Basic definition of PM should be expanded to include an informal toolkit, a better define vocabulary of all the soft tools that PMs use to keep the project moving. Everything as real as email, to much softer teams as team building tools, to understand organizational culture, how to follow up with people, sharing ownership of the project, grounding the project in mission conversations, all these mechanisms should be written into the PM bible to give people a vocabulary.

User Testing

* Simple plain language user stories beginning with "An user can". Write in plain language
* Tools to see what people are doing online, you can test your users live.
* Low Tech Usability Test, mock up web-pages and hand the printout to a user, circle or colour a button, get a reaction from the layout of the page.</text>
    <sha1>f12d2ff6aaae8be7732485037678330109e77752</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>NewYork2008:Collaborative Tools</title>
  <ns>0</ns>
  <id>93</id>
  <revision>
    <id>513</id>
    <parentid>187</parentid>
    <timestamp>2016-01-13T23:23:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4151" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--lenght of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, dfficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  user adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  one question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>cc10161ea9a09a0877afd90416beeeab34841f35</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>NewYork2008:Event Logistics</title>
  <ns>0</ns>
  <id>96</id>
  <revision>
    <id>514</id>
    <parentid>193</parentid>
    <timestamp>2016-01-13T23:25:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3397" xml:space="preserve">THE FOLLOWING WERE THE EVENT LOGISTICS FOR MNTP-NY IN JANUARY 2008

Below are some important updates, please let us know if you have any questions!

# Venue -- Address, Map and Directions
# Daily Schedule (9:00 am sharp start time, registration opens at 8:30 am)
# Participant List (opt-out information)
# Display Tables and Materials
# Payment for MNTP
# MNTP Agenda
# Post-MNTP Socializing
# Accommodations and Transit
# Contact Info for Questions

'''1. Venue''': Managing Nonprofit Technology Projects will take place at:

Marble Collegiate Church

1 West 29th Street

New York, NY  10001

MNTP will be held on the 6th Floor.

Map/Directions Link: http://tinyurl.com/2ufeze
 
Walking Directions from Penn Station to Venue: http://snurl.com/1x1e6

Our on-site contact phone numbers will be 562.290.2005 (San) and 415.216.7252 (Gunner).

'''2. Daily Schedule''':  Our morning plenary will start promptly at 9:00 AM.

Registration, continental breakfast/coffee, and socializing will start at 8:30 AM

Please arrive promptly and be ready to start at 9!

Sessions will run until 5:00 PM each day. Lunch will be served on both days at 12:30 PM.

'''3. Participant List''':  We would like to provide you with a list of everyone attending Managing Nonprofit Technology Projects. We know this will be an excellent way for you to keep track of the many wonderful people you'll meet, but we also want to respect everyone's privacy preferences.  If you prefer that we do NOT disclose your basic contact information (name, organization/affiliation, URL and email address only), please let us know at info@aspirationtech.org. We will announce this again at the event, and will not distribute the contact list until the week after the gathering.

'''4. Display Table for Materials''': We will have some space available for you to display any materials, organizational flyers, or literature for projects you are involved in.

PLEASE PLAN to take home undistributed materials at the end of the event!

'''5.  Payment for Managing Nonprofit Technology Projects''': If you have not officially registered at http://tinyurl.com/32q8yt, submitted payment, or made other arrangements to cover your registration, please do so now.  Because registration is guaranteed to sell out, we will be unable to accommodate walk-ins without registration.  If you have not submitted payment, please bring your check to us at the event or pay online. We appreciate your cooperation and thank you!

'''6.  Final agenda''': We are making last confirmations for the event agenda and are coordinating with all of you who have so generously offered to share your knowledge and expertise as facilitators.  We will send a separate email regarding details of the agenda and invite your feedback and additions.

'''7. Post-Event Socializing''':  On Thursday evening, we'll adjourn for drinks immediately after we close at 5pm. We are confirming our reservation with a pub near the venue, and will give you details on Thursday.

'''8. Accommodations and Transit''': Basic transit links and information on some accommodation options are available at 

http://www.aspirationtech.org/events/mntp2008/accommodations

'''9. Contact info''':  If you have any questions in the meantime, please do not hesitate to be in touch. We can be reached at 562.290.2005 (San), 718-208-8172 (Laura) and 415.216.7252 (Gunner), or email info@aspirationtech.org</text>
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</page>
<page arvcontinue="20160113231324|508">
  <title>NewYork2008:Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>99</id>
  <revision>
    <id>515</id>
    <parentid>199</parentid>
    <timestamp>2016-01-13T23:28:12Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4706" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Michelle Murrain - facilitator:

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades
User issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

Interface between project and IT departments

Feeling responsible for the growth of the whole field

Figuring out what people actually want (needs assessment)

Different types of personalities on the team

Politics interfering with the management of the project

Corporate refugees adjusting to the culture of non-profit

The many hats one project manager has to wear

Not enough systems thinking

Feeling overwhelmed

Scope changes in the middle of the project

	-How to prevent?

	-How do deal?

Competing interests

The accidental PM

Split between techies and non-techies

Immediate demands vs. best practices

Rationale for variation

*the initiate to plan phase is where most of these come up


Interests:

Collaborating with others

Solutions for dealing with non-profit culture

Some high-level technology training for the upper management


Tools:

Magic 8-Ball

Base Camp

Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

Communication

Managing expectation

Defining ownership

Empathy 

Customer Service

Assume that there is going to be a crisis.  The test is how you handle it.

Anything is possible</text>
    <sha1>fcf07728a86c05590bf96dc4b65bd1031708a9f8</sha1>
  </revision>
  <revision>
    <id>516</id>
    <parentid>515</parentid>
    <timestamp>2016-01-13T23:28:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4706" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Michelle Murrain - facilitator:

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades
User issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

Interface between project and IT departments

Feeling responsible for the growth of the whole field

Figuring out what people actually want (needs assessment)

Different types of personalities on the team

Politics interfering with the management of the project

Corporate refugees adjusting to the culture of non-profit

The many hats one project manager has to wear

Not enough systems thinking

Feeling overwhelmed

Scope changes in the middle of the project

	-How to prevent?

	-How do deal?

Competing interests

The accidental PM

Split between techies and non-techies

Immediate demands vs. best practices

Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

Collaborating with others

Solutions for dealing with non-profit culture

Some high-level technology training for the upper management


Tools:

Magic 8-Ball

Base Camp

Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

Communication

Managing expectation

Defining ownership

Empathy 

Customer Service

Assume that there is going to be a crisis.  The test is how you handle it.

Anything is possible</text>
    <sha1>cb8bd19626269f7022fb4b602cc365792973f6cd</sha1>
  </revision>
  <revision>
    <id>517</id>
    <parentid>516</parentid>
    <timestamp>2016-01-13T23:29:19Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4705" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades
User issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

Interface between project and IT departments

Feeling responsible for the growth of the whole field

Figuring out what people actually want (needs assessment)

Different types of personalities on the team

Politics interfering with the management of the project

Corporate refugees adjusting to the culture of non-profit

The many hats one project manager has to wear

Not enough systems thinking

Feeling overwhelmed

Scope changes in the middle of the project

	-How to prevent?

	-How do deal?

Competing interests

The accidental PM

Split between techies and non-techies

Immediate demands vs. best practices

Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

Collaborating with others

Solutions for dealing with non-profit culture

Some high-level technology training for the upper management


Tools:

Magic 8-Ball

Base Camp

Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

Communication

Managing expectation

Defining ownership

Empathy 

Customer Service

Assume that there is going to be a crisis.  The test is how you handle it.

Anything is possible</text>
    <sha1>61d601a6ea397c2ebce3c0fefdb15783aa334ef1</sha1>
  </revision>
  <revision>
    <id>518</id>
    <parentid>517</parentid>
    <timestamp>2016-01-13T23:29:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4705" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

Interface between project and IT departments

Feeling responsible for the growth of the whole field

Figuring out what people actually want (needs assessment)

Different types of personalities on the team

Politics interfering with the management of the project

Corporate refugees adjusting to the culture of non-profit

The many hats one project manager has to wear

Not enough systems thinking

Feeling overwhelmed

Scope changes in the middle of the project

	-How to prevent?

	-How do deal?

Competing interests

The accidental PM

Split between techies and non-techies

Immediate demands vs. best practices

Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

Collaborating with others

Solutions for dealing with non-profit culture

Some high-level technology training for the upper management


Tools:

Magic 8-Ball

Base Camp

Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

Communication

Managing expectation

Defining ownership

Empathy 

Customer Service

Assume that there is going to be a crisis.  The test is how you handle it.

Anything is possible</text>
    <sha1>b5c8992783d9ed65f666e56131027dceec1f10f2</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>NewYork2008:Looking for demos</title>
  <ns>0</ns>
  <id>102</id>
  <revision>
    <id>519</id>
    <parentid>205</parentid>
    <timestamp>2016-01-13T23:33:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="150" xml:space="preserve">Laura is looking for people who can demo:

* MindMap
* Activecollab
* Sharepoint
* Visio
* Google docs
* Google calendar
* Non-boring part of Basecamp</text>
    <sha1>f4c3492ad4a940cd2a1041d80689f210768a7e64</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Open Source CMS Q&amp;A session</title>
  <ns>0</ns>
  <id>129</id>
  <revision>
    <id>520</id>
    <parentid>259</parentid>
    <timestamp>2016-01-13T23:40:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3040" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- Most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

Process

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- first decision, are they prepared to go to a CMS?
- can their designer go that route? I.e., is he or she ready for theming?
- need to take inventory of extra features such as external databases, email lists, etc.
- generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- moving from Photoshop to a theme can be tricky, since tradeoffs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>df324d296f5ac3ca12d88c8f99c70cd59ec534d6</sha1>
  </revision>
  <revision>
    <id>522</id>
    <parentid>520</parentid>
    <timestamp>2016-01-13T23:43:10Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3040" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- Most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

Process

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- First decision, are they prepared to go to a CMS?
- Can their designer go that route? I.e., is he or she ready for theming?
- Need to take inventory of extra features such as external databases, email lists, etc.
- Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since tradeoffs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>d1482b71ec6312b1af4f9fa27b79e8edc82d7288</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>NewYork2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>123</id>
  <revision>
    <id>521</id>
    <parentid>247</parentid>
    <timestamp>2016-01-13T23:42:15Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3656" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

(Session Note Taker will enter notes here)
WHAT SHOULD A WEBSITE COST?

Brochureware- $2 - $5,000 + Design Costs

Design- $200 -$5,000

Small Nonprofit- No more than $10,000 for simple CMS site, no custom database/tools

$25,000 - Fancy site, interactive graphics, interactive tools

$125,000- Full custom web application

CMS Choice- A well known CMS such as joomla, plone, drupal gives a wide community of support.

Hourly rates-  $50 -$100 Friendly rate
	    $150 	   Standard rate
	    $300  	   High end, but questionable whether it is worth it

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standarziation allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla, and AMP are all PHP.  PHP programmers and hosting are reletively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>04ea2c2daf66b89be413ff04dc7d933abf93ba67</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>132</id>
  <revision>
    <id>523</id>
    <parentid>265</parentid>
    <timestamp>2016-01-13T23:44:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4629" xml:space="preserve">== Description ==

Do you really want to "buy" a web site or database? Or do you want to develop
a strategic partnership to continunously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on
good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to
overcome that?

== Discussion ==
'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

power dynamic -- specialist expertise power vs financial power
contract, payment, transaction, monetrary,

independence, finite scope, interdependence -- can be collaborative or hierarchical
not on staff
asymmetry of knowledge -- knowledge about organization vs specialist-consultant knowledge

client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/Employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues VS client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
    <sha1>d37de9c70b91e093e9bbddc978725c602c22258b</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
  <ns>0</ns>
  <id>151</id>
  <revision>
    <id>524</id>
    <parentid>303</parentid>
    <timestamp>2016-01-13T23:51:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8573" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

Example: 
Exchange server versus google aps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

Case Management: Client Tracking Software. 
Example: Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
DRupal, Joomla, Plone are the top 3 healthy open source. Why would anyone want to pay. 
1-	learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or timeconsuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Example: Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	training
-	how easy to use
-	to get it running, adjusted
-	cost of software.. not that big a factor. 

Social solutions: consult w/ client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run bc people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the vaue to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AH-HA's: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AHA. Free, web-based. Have to do the research, including the future. 

So many diff ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
    <sha1>22b0eb905d4451066275df3e3da32a10d1a1d342</sha1>
  </revision>
  <revision>
    <id>525</id>
    <parentid>524</parentid>
    <timestamp>2016-01-13T23:51:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8578" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

Example: 
Exchange server versus google aps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

Case Management: Client Tracking Software. 
Example: Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
DRupal, Joomla, Plone are the top 3 healthy open source. Why would anyone want to pay. 
1-	learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or timeconsuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Example: Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	training
-	how easy to use
-	to get it running, adjusted
-	cost of software.. not that big a factor. 

Social solutions: consult w/ client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run bc people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the vaue to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AH-HA's: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AHA. Free, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
    <sha1>f7729a97f47797ae90b32f039a1a5fe06f4318e3</sha1>
  </revision>
  <revision>
    <id>526</id>
    <parentid>525</parentid>
    <timestamp>2016-01-13T23:52:06Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8578" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

Criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

Example: 
Exchange server versus google aps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

Case Management: Client Tracking Software. 
Example: Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
DRupal, Joomla, Plone are the top 3 healthy open source. Why would anyone want to pay. 
1-	learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or timeconsuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Example: Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	training
-	how easy to use
-	to get it running, adjusted
-	cost of software.. not that big a factor. 

Social solutions: consult w/ client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run bc people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the vaue to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AH-HA's: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AHA. Free, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
    <sha1>99deb4c328c23d554dc984c5474d701df8349bf4</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>154</id>
  <revision>
    <id>527</id>
    <parentid>475</parentid>
    <timestamp>2016-01-13T23:53:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9650" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura
defining and confining scope
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

Physcological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own tradeoffs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

Design and scope. 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking coworkers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't ahve the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
    <sha1>0c59daa015ecf4dc2c1fb955333bb7ffa12b9901</sha1>
  </revision>
  <revision>
    <id>528</id>
    <parentid>527</parentid>
    <timestamp>2016-01-13T23:53:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9651" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining scope
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

Physcological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own tradeoffs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

Design and scope. 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking coworkers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't ahve the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
    <sha1>1186851c9ad13d88aa597a3b63c1c76bb57e62ce</sha1>
  </revision>
  <revision>
    <id>529</id>
    <parentid>528</parentid>
    <timestamp>2016-01-13T23:53:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9652" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining Scope:
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

Physcological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own tradeoffs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

Design and scope. 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking coworkers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't ahve the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
    <sha1>a0cbffa8f87ae62764388be0a8f0fb7978f27037</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Web Site Redesign: How to do it Right</title>
  <ns>0</ns>
  <id>166</id>
  <revision>
    <id>530</id>
    <parentid>333</parentid>
    <timestamp>2016-01-13T23:57:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="394" xml:space="preserve">== Description ==

So you have a website and it's no longer meeting your needs? Welcome to the club!

This session will explain best practices for planning, managing, and completing a web site redesign. Covered processes will include audience assessment, information architecture, wireframing, RFP, project management and final delivery.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>8850c709d961927a7ef0d7ea4e610bf24680bd8b</sha1>
  </revision>
  <revision>
    <id>531</id>
    <parentid>530</parentid>
    <timestamp>2016-01-13T23:57:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="393" xml:space="preserve">== Description ==

So you have a website and it's no longer meeting your needs? Welcome to the club!

This session will explain best practices for planning, managing, and completing a website redesign. Covered processes will include audience assessment, information architecture, wireframing, RFP, project management and final delivery.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>12bca3a5f2d0e7dd3730de96a777238124fe53d4</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>WestCoast2008:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>176</id>
  <revision>
    <id>532</id>
    <parentid>353</parentid>
    <timestamp>2016-01-13T23:59:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="594" xml:space="preserve">=== Description ===

While a best practice for nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most nonprofits, and too often Nonprofit Software Development Efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
    <sha1>d81a3c986dd8b015c7290ce65ee046c91033fc9d</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>WestCoast2008:Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>179</id>
  <revision>
    <id>533</id>
    <parentid>439</parentid>
    <timestamp>2016-01-14T00:03:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9375" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone through. 

Not worked with Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force because not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 
11-	Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailm erge. 
Browser based. 
Activity history. Log a call, mail merge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an add-on. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HA's
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
    <sha1>e19725d70e0fc4fe8513568e3f80ea00aaa34413</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>WestCoast2008:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>182</id>
  <revision>
    <id>534</id>
    <parentid>365</parentid>
    <timestamp>2016-01-14T00:06:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6289" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

Tides foundation
Technology without background.
Project management.
Technology;
Hewlett Foundation;
Technology cooperative;
Accidental project manager;
Web developer;
Database of money and votes. 
All project management;
Intern program for researchers;
ISQL and database management
System to organize all projects in pipeline.
Integrated system for all NPTM;
Track, report and measure projects;
Facilities, putting on conferences.
Communications department;
Website content management;
Redesign website. 
Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Definining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality intiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiraling within project.</text>
    <sha1>3a0c9c48d5a106f3da3213558c9cda3d587a52b6</sha1>
  </revision>
  <revision>
    <id>535</id>
    <parentid>534</parentid>
    <timestamp>2016-01-14T00:06:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6289" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

Tides foundation
Technology without background.
Project management.
Technology;
Hewlett Foundation;
Technology cooperative;
Accidental project manager;
Web developer;
Database of money and votes. 
All project management;
Intern program for researchers;
ISQL and database management
System to organize all projects in pipeline.
Integrated system for all NPTM;
Track, report and measure projects;
Facilities, putting on conferences.
Communications department;
Website content management;
Redesign website. 
Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Definining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality intiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiraling within project.</text>
    <sha1>f711b19147c904e8da191d6e225b7b9af9e675b1</sha1>
  </revision>
  <revision>
    <id>536</id>
    <parentid>535</parentid>
    <timestamp>2016-01-14T00:07:15Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6290" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

Tides foundation
Technology without background.
Project management.
Technology;
Hewlett Foundation;
Technology cooperative;
Accidental project manager;
Web developer;
Database of money and votes. 
All project management;
Intern program for researchers;
ISQL and database management
System to organize all projects in pipeline.
Integrated system for all NPTM;
Track, report and measure projects;
Facilities, putting on conferences.
Communications department;
Website content management;
Redesign website. 
Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Definining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality intiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiraling within project.</text>
    <sha1>bbebf49862cbfd508dfe668f7406aaf16c71273d</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>WestCoast2008:Product Management for Nonprofit Software</title>
  <ns>0</ns>
  <id>185</id>
  <revision>
    <id>537</id>
    <parentid>371</parentid>
    <timestamp>2016-01-14T00:08:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="593" xml:space="preserve">=== Description ===

While a best practice for Nonprofit technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most Nonprofits, and too often Nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
    <sha1>e0e6328a3abdd65c0b682e9fad475940f78bd64f</sha1>
  </revision>
  <revision>
    <id>538</id>
    <parentid>537</parentid>
    <timestamp>2016-01-14T00:08:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="593" xml:space="preserve">=== Description ===

While a best practice for Nonprofit technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most Nonprofits, and too often Nonprofit Software Development Efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
    <sha1>dec508327c3fdb8ab5534d7b7169603defee2742</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>WestCoast2008:The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>190</id>
  <revision>
    <id>539</id>
    <parentid>381</parentid>
    <timestamp>2016-01-14T00:11:16Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9652" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining Scope:
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

Physcological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own tradeoffs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

Design and scope. 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking coworkers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't ahve the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
    <sha1>a0cbffa8f87ae62764388be0a8f0fb7978f27037</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>196</id>
  <revision>
    <id>540</id>
    <parentid>393</parentid>
    <timestamp>2016-01-14T00:12:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="404" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Afternoon 2 report backs</title>
  <ns>0</ns>
  <id>3</id>
  <revision>
    <id>541</id>
    <parentid>441</parentid>
    <timestamp>2016-01-14T00:16:27Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1223" xml:space="preserve">Report backs

Founder and consultant relationship management

* Good communication with founder, single point of contact
* Aligning core competencies of provider and organization
* Contracts to reflect requirements

Scope

* Methods you can use to write out your scope and requirements
* Ways to get there, user needs, getting people involved in creating requirements, allocate time to scope

Cross departmental PM

* Basic definition of PM should be expanded to include an informal tool-kit, a better define vocabulary of all the soft tools that PM's use to keep the project moving. Everything as real as email, to much softer teams as team building tools, to understand organizational culture, how to follow up with people, sharing ownership of the project, grounding the project in mission conversations, all these mechanisms should be written into the PM bible to give people a vocabulary.

User Testing

* Simple plain language user stories beginning with "An user can". Write in plain language
* Tools to see what people are doing online, you can test your users live.
* Low tech usability test, mock up web-pages and hand the printout to a user, circle or colour a button, get a reaction from the layout of the page.</text>
    <sha1>e1aadd323027ab4beb149f567b24cf3ec786822e</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Aligning Departments and Skills for Successful Projects</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>542</id>
    <parentid>11</parentid>
    <timestamp>2016-01-14T00:18:17Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="254" xml:space="preserve">Many Nonprofit Technology Projects - building a website, for instance - require input from a lot of different people with diverse skills and backgrounds.  How can you design a process that helps all of these folks to work together to get a great outcome?</text>
    <sha1>417274191000af235946dd5b12e1a1d0d5a66972</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>8</id>
  <revision>
    <id>543</id>
    <parentid>402</parentid>
    <timestamp>2016-01-14T00:20:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2585" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's His Experience
* The web development process includes all areas of the Nonprofit and thus requires buy in from most staff members
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael Share's His Experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
* Must communication website vision&lt;br&gt;
* Must articulate goals&lt;br&gt;
* Do a content inventory of current site&lt;br&gt;
* John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the  process more complex and delayed.&lt;br&gt;
* Focus on developing a dialogue with the visitors of your site.
* Content contribution doesn't necessarily have to be democratic among staff members; better content is developed by authors with a focused message.&lt;br&gt;
* 7 choices or less of web links on a page.</text>
    <sha1>af544ca6bf29d96cf17c5bebb1253f4ee53f8e24</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Brainstorm</title>
  <ns>0</ns>
  <id>11</id>
  <revision>
    <id>544</id>
    <parentid>21</parentid>
    <timestamp>2016-01-14T00:22:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="172" xml:space="preserve">We'll using the final circle as a time to brainstorm how to continue our collaboration and sustain the community of practice around Nonprofit Technology Project Management.</text>
    <sha1>583cca3a0ef3292ade49e9f07a3cd76ac63e327d</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Challenges of remote collaboration</title>
  <ns>0</ns>
  <id>12</id>
  <revision>
    <id>545</id>
    <parentid>444</parentid>
    <timestamp>2016-01-14T00:27:17Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2934" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

*"TRUST" is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--Multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what I've done, what I'm doing, what I'm going to do, how am I?, that are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online</text>
    <sha1>d0d706547611c7e19680223d188224f7f9a9e031</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Collaboration and Management in Cross-Departmental Web Projects</title>
  <ns>0</ns>
  <id>16</id>
  <revision>
    <id>546</id>
    <parentid>31</parentid>
    <timestamp>2016-01-14T00:34:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8010" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see Nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 yrs in Further Education, 8 yrs consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting Nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small Nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buy-in up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buy-in. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with Asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no tool-kit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal tool-kit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
    <sha1>71b6b003294b31219ab522c53f47dedbe01cee8d</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>Collaborative Tools</title>
  <ns>0</ns>
  <id>17</id>
  <revision>
    <id>547</id>
    <parentid>410</parentid>
    <timestamp>2016-01-14T00:37:19Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4149" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*Conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--lenght of collaboration--amount of planning
*compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
cons:  not as easy to understand, better for tech savvy, dfficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
pros:  simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
cons: individualnot group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
pros:  flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
cons:  user adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
more:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  one question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
cons:  bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
more:  good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>1c346b0849f6565494d926e2f96b268d52359010</sha1>
  </revision>
  <revision>
    <id>548</id>
    <parentid>547</parentid>
    <timestamp>2016-01-14T00:39:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4152" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*Conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/open office, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: individualnot group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  user adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licenses/file space&lt;br&gt;
more:  There's an overlap of share point skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. Basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  one question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  bat at organizing things, set-up intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
more:  good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>e01d540ccc9cdb1f26a21c12cae1ed00ded810a2</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:Brainstorm</title>
  <ns>0</ns>
  <id>19</id>
  <revision>
    <id>549</id>
    <parentid>37</parentid>
    <timestamp>2016-01-14T00:41:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="172" xml:space="preserve">We'll using the final circle as a time to brainstorm how to continue our collaboration and sustain the community of practice around Nonprofit Technology Project Management.</text>
    <sha1>583cca3a0ef3292ade49e9f07a3cd76ac63e327d</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:Client Perspective on Software Development Projects</title>
  <ns>0</ns>
  <id>20</id>
  <revision>
    <id>550</id>
    <parentid>411</parentid>
    <timestamp>2016-01-14T00:42:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3286" xml:space="preserve">=== Description ===

This session will examine what it is like to be on the receiving end of a software development project. Dealing with vendors, making sure implementations match needs, and managing technology issues that are controlled by others will all be covered, and participants are encouraged to share their own stories.

== Session Notes ==

What Clients Need to Know About Working w/ Vendors - Oksana

Key point: Client needs to take ownership of their project.

Homework
* Define your task
* Assemble your team
* Document everything (expectations, strategy, reasons for decisions, risks, project work plan)
* Establish process for future management communications strategy

You don’t need technical skills to run an app dev project

Kick-off meeting w/ vendor
* Build a relationship
* Vendor introduces project methodology (project life cycle)
** Discovery/project planning
** Design
** Development
** Delivery/launch
* Establish communication channels
* Balance: the client is always right vs. vendor expertise

Discovery/Project Planning
* Establish communication channels:
** Vendor: weekly project status report; budget update
** Client: info about current processes and system in place (use prepared documentation)
* One POC: vendor project manager to client project manager
* Keep track of all communications
* Be realistic about scope and deadlines
* Vendor deliverables: maps, wireframes, requirements, timeline, budget
* Client must sign off on all of this

Design Phase
* Have a small number of people who will sign off on design
* Share org’s design guidelines w/ vendor
* Kick-off design meeting (design questionnaire, number of design rounds)
* Vendor deliverables: mock-ups or HTML
* Client must sign off on design and code

Development Phase
* This is the phase where things go wrong – this is not the phase for the client to disengage
* Vendor must present weekly updates and scope changes
* Client: be thoughtful about number and scope of changes – sign off on any changes that adjust timeline and budget
* Will vendor deliver on time?
* Will vendor deliver on budget?
* Client must monitor: launch date, moving nonessential items onto a wish list – sacrificing perfect to the good

Launching
* Vendor deliverable: beta testing
* Client much create testing plan
* Client must fully engage w/ testing
* Launch
* Repeat testing

Importance of client testing:  they should be motivated to try to break it (whereas the developer just wants to see it work)

Shared responsibility for sharing expertise/best practices – common interest in success – it is a partnership

But it’s hard for a small, overstretched nonprofit to engage sufficiently to create/fulfilling that partnership

There can be a need for the vendor to do some of the client’s tasks for them

But there need to be clear boundaries and role definitions in the relationship 

Client needs to understand the reasons why/the roots of established business processes

AH-HA's:

* My relationship with my vendor is all wrong
* Importance of doing thorough testing
* We’re all dealing with similar issues
* Importance of speaking up when the relationship isn’t working
* A good client is a passionate client that asks clients
* Clients need to take full ownership of their projects</text>
    <sha1>c683a1841290e2ea104223836cac15ddf5b8a942</sha1>
  </revision>
  <revision>
    <id>551</id>
    <parentid>550</parentid>
    <timestamp>2016-01-14T00:43:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3293" xml:space="preserve">=== Description ===

This session will examine what it is like to be on the receiving end of a software development project. Dealing with vendors, making sure implementations match needs, and managing technology issues that are controlled by others will all be covered, and participants are encouraged to share their own stories.

== Session Notes ==

What Clients Need to Know About Working w/ Vendors - Oksana

Key point: Client needs to take ownership of their project.

Homework
* Define your task
* Assemble your team
* Document everything (expectations, strategy, reasons for decisions, risks, project work plan)
* Establish process for future management communications strategy

You don’t need technical skills to run an app dev project

Kick-off meeting with vendor
* Build a relationship
* Vendor introduces project methodology (project life cycle)
** Discovery/project planning
** Design
** Development
** Delivery/launch
* Establish communication channels
* Balance: the client is always right vs. vendor expertise

Discovery/Project Planning
* Establish communication channels:
** Vendor: weekly project status report; budget update
** Client: info about current processes and system in place (use prepared documentation)
* One POC: vendor project manager to client project manager
* Keep track of all communications
* Be realistic about scope and deadlines
* Vendor deliverables: maps, wireframes, requirements, timeline, budget
* Client must sign off on all of this

Design Phase
* Have a small number of people who will sign off on design
* Share org’s design guidelines with vendor
* Kick-off design meeting (design questionnaire, number of design rounds)
* Vendor deliverables: mock-ups or HTML
* Client must sign off on design and code

Development Phase
* This is the phase where things go wrong – this is not the phase for the client to disengage
* Vendor must present weekly updates and scope changes
* Client: be thoughtful about number and scope of changes – sign off on any changes that adjust timeline and budget
* Will vendor deliver on time?
* Will vendor deliver on budget?
* Client must monitor: launch date, moving non-essential items onto a wish list – sacrificing perfect to the good

Launching
* Vendor deliverable: beta testing
* Client much create testing plan
* Client must fully engage with testing
* Launch
* Repeat testing

Importance of client testing:  they should be motivated to try to break it (whereas the developer just wants to see it work)

Shared responsibility for sharing expertise/best practices – common interest in success – it is a partnership

But it’s hard for a small, overstretched Nonprofit to engage sufficiently to create/fulfilling that partnership

There can be a need for the vendor to do some of the client’s tasks for them

But there need to be clear boundaries and role definitions in the relationship 

Client needs to understand the reasons why/the roots of established business processes

AH-HA's:

* My relationship with my vendor is all wrong
* Importance of doing thorough testing
* We’re all dealing with similar issues
* Importance of speaking up when the relationship isn’t working
* A good client is a passionate client that asks clients
* Clients need to take full ownership of their projects</text>
    <sha1>6b589fa91ee02a791e4203053f70d199ffff82d2</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:Managing 3rd-party software implementations</title>
  <ns>0</ns>
  <id>24</id>
  <revision>
    <id>552</id>
    <parentid>47</parentid>
    <timestamp>2016-01-14T00:45:16Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3089" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Adoption as key word—sharepoint has been found to be too clunky for users to adopt.
•	80-20 Rule: 80% of success of third-party system, is people’s ability and willingness to use it. 20% is the technology and its effectiveness.
Opportunity for organizational development. 
•	IT requirements to maintain day-to-day operations leads to increased ROI
o	New systems can make organization more effective and see a return of investment 
Data mapping is necessary for CMS implementation.
•	Need to create an excel spreadsheet of the current fields and new fields in the database.
o	Vendors often time have tools to assist in the  data mapping process.
•	For CMS systems, determine who “owns” each web page and determine what to be changed on it.  
Data clean-up: either do it before, but based on new system, can be imported and cleaned later.
•	Need clean data to keep/build trust.
•	Keep track of the number of  invested hours in data clean-up.
Need to have multiple data conversions to test before going live
•	How many are necessary? 
•	Need several validating persons when checking conversion test.
Double-check that the vendor has included all the requirements listed in the RFP-Case scenarios 
•	Need a test-drive to be sure that it’s set up properly
Third Party Integration
•	Need to hold a joint call to verify document requirements and plan between the two vendors
Training versus learning
•	Need to have training before testing. 
•	Learning through doing case-scenarios.
o	“buddy” system- several people testing the system can help each other when in the learning process.
•	Having power-users as “buddies” makes them advocates for adoption.
Business processes instructions for new system
•	Need to have preparations for users/constituents to change their behaviours in the new system
o	“buddy” system to help
o	case-scenarios prepares the user
o	There will always be users/constituents who will have complaints about the new system
Ongoing Communications with stakeholders (vendor, internal champion, key constituents).
Have a database/applications administrator 

Buddy System to increase adoption and accessibility of new system 
Testing/Training sessions for new system.
•	Case-scenarios – having new business procedures documented beforehand.
A new system can lead to new organizational development, which will lead to increased ROI</text>
    <sha1>a3ed34d9d0c9ce17335c44e317a62a22815f8208</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>25</id>
  <revision>
    <id>553</id>
    <parentid>49</parentid>
    <timestamp>2016-01-14T00:46:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5898" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

How to deal with vendors – led by Adam

Positives:

•	Worked with a vendor to normalize a database and felt that he really listened. There was transparency and a willing to share his knowledge.

•	A good vendor helps to be self-sufficient.

•	A vendor likes to site down and have a stake in the project for himself.

•	Even vendors have vendors. Vendor was pro actively on top of the issues, were hounding him for more info because they wanted to get on top of it. Problems were already tasked before I notice it. Paying attention and not waiting for a project to pick up the phone.

•	Being personable is something vendors lack sometimes but a vendor did a needs-analysis and sat down with every single person in the organization.

•	Able to lay things out in layman’s terms. 

•	Enjoy working together. Instead of playing games where no one wants to say a number, having a real high-trust relationship. 

•	Vendors who knows the right questions to ask. That comes with experience.

•	Proactive with issues about time. IF something is going to be behind schedule it’s fine if they say they’re going to be late ahead of time. Being up front.

•	A key quality is responsiveness. Time differences across borders the vendors can offer to stay late, go above and beyond.

•	Being responsive in a timely manner. Being self-sufficient so they teach you and give you the tools to solve things on your own.

•	We have a vendor who takes the client out to lunch and fosters a strong relationship.

•	Patience.

What you can do:

•	Relationships go sour because expectations are not clear.

•	An RFP can have a list of what their ideal vendor is, and you can state that you expect them to not leave you with the product but rather with the knowledge to do it on your own.

•	When you interview a vendor don’t be passive, ask the questions you want so you learn the same thing from everyone rather than just seeing if they are good with PowerPoint.

•	Discuss the big picture so they can be bought in.

•	Make them understand the culture so if it’s a difficult organizational culture they can have a heads up.

•	A sense of honesty – we’re both professionals sitting at a table trying to solve a problem.

•	You’re going to give me the payment but also the opportunity. If it’s not win-win for both sides then something didn’t go right.

•	Expectations can’t be stressed enough.  In statements of work/contracts lay out what the client is responsible for and the vendor.

•	Ask the vendor what is expected of you as a client in this process. 

•	A product vendor is different from a consulting vendor.

•	Be up front with the vendor about what happens if this relationship goes sour? That’s the point where things get the toughest.


Advice on bad vendor relationships:

Problem: 

•	What happens when the vendor relationship is so long-term and you don’t even know where a contract is? A first step is not to mix personal and professional. 

Solutions:
•	A vendor-client relationship can be love-hate. It can get past formalized stuff when you know each other so well. There’s enough trust between two people that you can have a less formal contract. 
•	Ask to get some new bids and show a value from other places
•	Get a consultant to do a vendor review
•	Look at the better business bureau charity accountability standards
•	Find allies in your organization

Problem:

•	How can clients be better from a vendor perspective?

Solution:

•	Pay on time – so important.

•	Be able to tell vendors how long it takes. 

•	Point person assigned to work with the vendor who is empowered to make decisions. Making decisions by committee is awful.

•	Who’s the shot caller on this project?

•	It really matters a lot to have clients who have a sense of proportion. Don’t send something in huge caps that is always urgent. Respect a vendor’s time that they have other obligations.

•	Give an honest, reasonable time-frame.

•	When a client realizes that they have a role in the process too, that they are expected to do some work because they own the technology and will have to deal with it every day. Clients need to take ownership.

•	Vendors don’t want to feel like their client is completely dependant on the vendor.

•	Good clients commit to their decisions.

Problem:

A vendor misses a deadline.

Solution:

•	Well before the deadline pulling the red flag if you are missing it.

•	Put the onus on them to figure out how they’re going to streamline something. They need to figure out how to get it back on track.

•	The clients don’t want to hear that you have other clients.

•	It’s a red flag if someone says yes all the time. You need to hear some nos. It’s transparency too.

•	A separate statement of work has to do with ongoing support is helpful. It can say how quickly there will be a response.

Problem:

A vendor is upset that they didn’t win an RFP competition because they were too expensive.

Solution:

•	The cost of gaining a new client is much more for a vendor than the cost of keeping an old client.

•	Tell the vendor up front that cost is the most important thing.

•	You can give the vendors who lost the RFP info about how much the one you went for came in.

Problem:

•	What do you do when other staff members don’t like the vendor as much as you? When you have to ask the vendor to help the staff?

Solution:

•	There should be clarity about who talks to the vendor and when.

•	Professional development lunch and learns.

•	Collect people’s problems and have a session where the IT person addresses everyone’s problems.</text>
    <sha1>847c8cdb5497bfab9d0b69bf6e2d5e1525e49877</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:Managing Drupal Web Projects</title>
  <ns>0</ns>
  <id>27</id>
  <revision>
    <id>554</id>
    <parentid>450</parentid>
    <timestamp>2016-01-14T00:48:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2875" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal web sites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Why Drupal?

*Good solution for non-profits because there are a lot of vendors already working with Drupal. 
*Provides different ways to achieve functionality.
*Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
*DC is a Drupal hotspot.
*Joomla is not sophisticated for many orgs.

Drupal Background:

*Core Drupal code + Contributed modules (developed by any person and enhanced by others)
*Modules as plug-ins to the core CMS programming
*Different Drupal developers have different areas of Drupal expertise
*Core Drupal configuration person
*Costume module development person
*Design/theme CMS person
*Starter theme/templates exist
*Zen most widely used theme
*As new modules are implemented, the theme designer controls their style and appearance.
*Developer needs to be engaged in the design process because Drupal has a default output style.  The more customized design will create more costs.

Choosing Vendors:

*Lots of transparency in vendors’ development 
*Development site is on a secondary server so that the client is able to see the process going into its creation
*Look at example sites, and be sure that they are within the desired budget 
*Ask for references
*Ask if they are maintaining Drupal sites after configuring and developing it.
*Ask about source-code management and backup
*groups.drupal.org—there is a DC group of developers

Drupal integration:

*CiviCRM and Salesforce integrate well with Drupal 
*Drupal and Paypal integration
*Easy to communicate with MySQL

Drupal Challenges:

*Terminology is less intuitive 
*During the testing stages, have client-developer Q&amp;A session 
*Configuring the production, development, and staging sites can be exportable, but not always the case
*Too many modules
*Overexcitement over new functionality: Can lead to decreased site performance
*On-going updates: Need to consider the cost as on-going,, i.e. security fixes every two months
*These are typically quick fixes and easily applied: i.e. annual version releases; Drupal only supports the latest two releases; Depending on how complex the modules/site theme, can become a web re-design; If not updated, won’t receive the  security fixes.; Not unique to Drupal, all CMS will have these updates

When not to use Drupal:

*Depends on the  content, simple content doesn’t require the complexity of Drupal
*One-person shop, check out Wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>27e4e87f1492be49f812519cee2c224c2db9f477</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:Managing the Development of Customized Joomla! Websites</title>
  <ns>0</ns>
  <id>31</id>
  <revision>
    <id>555</id>
    <parentid>501</parentid>
    <timestamp>2016-01-14T00:50:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4883" xml:space="preserve">== Description ==

Tim Forbes, the Director of Project Management at PICnet, will be speaking about successful Project Management Techniques employed at his company in developing large and customized Joomla! websites.  His experience in writing requirements, managing client expectations, estimating work hours, testing, and quality assurance to develop unique extensions (such as Version Control and ACL) for large organizations such as the American Society for Microbiology and American Academy of Physician Assistants is invaluable.  During the last three years, Tim and his team has helped PICnet become one of the most dynamic companies in the non-profit community.

=== Session Notes ===

Catherine: Trying to figure out how to maintain/integrate twitter and facebook.  Accidental project manager and having problems with people.  It takes 8 people to update our website.

Monica: I want to understand a little bit about change management and how to manage website changes when they are thrown at you, dealing vendors, identify consultants, and understanding how to train people in Joomla! so that we don't have to answer questions as they arise.

Todd: Work at nature reserve. Don't want to be a project manager but it will make me a better manager overall. We're in the middle of moving our website over to a CMS.

Karen: I work at a NPO. Currently redesigning, redoing our website using Wordpress as our CMS. There's a lot of data about achievement gaps and we want to make sure that parents get and understand this information. Curious about how to use Basecamp with outside vendors.

Roberta: Design &amp; development of websites and work with large organizations.  Looking to learn more about non-profits' problems.

Noelle: ______ Association. Starting a project that will involve a new website and database.  It's currently an offline database that needs to be online and integrating it with the database is a pain.  Trying to learn as much as possible before we begin this thing.

Grace: I work at CITI. General website management tips and balancing the interests of multiple stakeholders in the organization.  Making it an effective/collaborative process. Need to redesign our website and need to figure out how to do that best.

Hunter: User experience designer. Want to learn about what's going on. Might be starting my own web project.

Gorav: Need to do a full redesign for our website. Just looking to see what people are doing.

Wendy: Dabbled in project management. CMS/CRM/metrics etc. integration and reporting.

Andy: Getting a new website. Five websites and are currently all old websites. Open to whatever CMS system.

Ernesto: What are the needs of non-profits. MPCA.

Courtney: Build Drupal sites for non-profits. Double role as developer and accidental PM.

Scott: Not a PM. Worked at CITI as developer.

Scott: It's critical that developers and project managers are separate people. The roles and responsibilities are different and the priorities of the project differ depending on who is in-charge.

Cheap, fast, and good: Pick two. This is a principle often used in Project Management.

PMs need to keep track of timeline, budget, etc. so that people above them can make decisions as they need.

Wendy: What do you do when the CEO/ED comes to your desk and says 'I want a new website'?  How do you determine what exactly to figure out what to do first?

Hunter: I always look at this from the design perspective.  Make it about the user experience but determine your goals first.

Roberta: Think about it from a user perspective i.e. make it user centric. For example, not just put twitter on a website just because twitter is cool. Given a feature, does it fall in line with the vision of hte organization and is it useful for your users.

Pradeep: Explained PICnet's approach to big projects. There was some discussion between agile vs. waterfall development.

Glennette: You need an online strategist.

Kafi: @wendy, what went wrong?

Wendy: Things went over the timeline and overbudget.

Pradeep: There are two parts to this question. Vision to RFP and RFP to End Game. We've been talking mostly about the latter.

Scott: Wendy put together the best RFP ever. She will be hosting a session this afternoon. Hope all can attend. Using an RFP, you can weed out vendors and determine the quality of vendors who respond.

Pradeep: There are products and services out there that have very small budgets for website development.

Monica: @Hunter: How do you understand what stakeholders need or want?

Hunter: You talk to them, interview them, have them fill out surveys. You reach out to people and offer them gift cards etc. and other things to have them review your ideas as a favor.

* Crowdsourcing
* Rolling things out in phases
* Is it necessary to separate the ownership of product vs. project?
* Cheap, fast, and good: pick two.

Hit-by-a-bus test</text>
    <sha1>0823b7d73af73802bb269f9aca174e10c0bb1a58</sha1>
  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:Online Collaboration Tools</title>
  <ns>0</ns>
  <id>33</id>
  <revision>
    <id>556</id>
    <parentid>65</parentid>
    <timestamp>2016-01-14T00:53:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4972" xml:space="preserve">=== Description ===

Project management in the internet era is a distributed and virtual art. In-person meetings are the exception, not the rule. This session will discuss how to most effectively use online tools to collaborate and manage projects, and participants will be invited to share their tool preferences and experiences.

Basecamp and Pivotal Tracker session with Kafi


Paper and pencil never fail you.

How do you get people to use basecamp? How to motivate it?

BASECAMP BASICS

•	Basecamp is an online tool

•	A single place to keep projects, communication with clients/developers/designers all in one place

•	Primary reason to use it is for clients to be on there so that everyone can talk to each other.

•	You can keep username/passwords on Basecamp to give designers/developers access to sites.

•	Kafi uses messages the most – the primary reason why she uses it. If one person doesn’t respond immediately, someone else will.

•	You can respond by email and it will show up automatically onto Basecamp.

•	Even long strings are great because it means that people will communicate, which is half the battle.

•	You can make messages private.

•	You can attach files.

•	Kafi doesn’t really use milestones that much.

•	Encouraged to “check all” on who gets the email so the whole team is notified.

•	Developers like to use the “to-do” list

•	The monthly cost can be a roadblock to buy-in

•	Incorporate Basecamp into job descriptions for buy-in


•	Time tool gives a time stamp to parts of the project – but it’s for after to-do's are done rather than to plan how much time will be needed.

•	Chat feature is overridden by Skype

•	Files feature can be useful: client can approve and team can get them to do their work

•	Under projects setting you can request an html or xml export

•	Open atrium is Basecamp but open source and you host it yourself

•	Recurring projects that happen every year – you can clone some parts of it (copy a workspace) and make another one

•	Write-boards feature: capture meeting minutes, or for a collaborative document between parties. You can share it with a URL.

•	Milestones feature: It’s something date related. Kick-off meeting, initial meeting with client, requirements, design, approvals, edit time (it’s a schedule). You can do notifications with milestones

•	On the homepage you can see all the projects assigned to you, what’s due in the next two weeks for all of your projects.

•	Generation gap can be a real challenge – is it worth it to onboard people to Basecamp who are uncomfortable?

•	Basecamp is really useful for meetings because you can run through the status of the project

•	Strongly encourage the messages to be sent to everyone. If it has nothing to do with what you’re working on you can always delete it.

•	It’s helpful for clients to see the impact of not approving something or not getting documents to us in time

•	This is not extra work, this is your project at a glance

•	It keeps everyone honest about a project

•	Always at the beginning of a project, as soon as you know you have a project you set out Basecamp

•	Label annual or quarterly if it’s an ongoing project

•	Even for small projects Basecamp works because everything is right there, it doesn’t fall off your radar

•	Why is it so ugly? You can change the colors a little bit. Brand it through settings.

•	Weird little things: search, you can search across projects or within a specific project. There is no search box, it’s a tab you have to click on.

•	You can create a new “company” but it’s actually a program and then projects fall under it.

•	A company is a client if you’re a consultant.

•	There is a templates tab, create a title and a list description. You can still delete things from a template.

•	Make the super user the administrator and have at least a couple of them. If you have a back-up person, they can always go in and pick up an archived project and find lost info. Create three to be on the safe side in case they both leave at the same time.

•	You get notified if you’re assigned something through Basecamp so that you don’t have to log in to see assignments.


PIVOTAL TRACKER

•	It uses spaces. It’s for requirements so they’re written differently than for a waterfall project. 

•	They call requirements stories. They all go into the icebox.

•	You assign points to different stories related to the level of effort it will take to complete it. 

•	You can give it a label. If there’s a store on your website, you could have inventory tasks, etc.

•	Descriptions can be used for testing.

•	Comments box used for comments (duh?)

•	You can physically drag items from the icebox to current, which is projects we are working on.

•	Pivotal tracker would be hard to use for a non-technical project

•	You have to drag items one at a time.</text>
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  </revision>
</page>
<page arvcontinue="20160113231324|508">
  <title>DC2009:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>35</id>
  <revision>
    <id>557</id>
    <parentid>69</parentid>
    <timestamp>2016-01-14T00:55:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4504" xml:space="preserve">=== Description ===

This session is targeted at those newest to Nonprofit Technology Project Management. After some initial framing and overview, this will be a question-driven session, providing answers that will enable participants to decide what other sessions will best serve their needs.

== Session Notes ==

Project Management

Lead by Adam

*  Intro by going around the room about what we would like to know about PM
	*  Getting people to use the same tool
	*  How to see around the curve to head off potential pitfalls &amp; create solutions before things happen - to have foresight
	*  Basic 101 skills + "managing up"
	*  Tips, tricks, &amp; tools for accidental project managers - how to hold vendors accountable to budgets &amp; deadlines
	*  Accidental PM
	*  How to empower PMs on non-profit to buy-in to technology projects they are using (bc they require babysitting)
	*  Basics 101 + identifying necessary components
	*  Needs help in making vendors accountable - build better relationships &amp; manage risk 

*  Roles &amp; responsibility definition, vocabulary, basic components in place to start a project - 

*  Adam is an informal project manager (had managed tech project for 12 years)
	*  Being able to anticipate things before they happen
	*  Being in touch w vendors, people in project management - risk management

*  Establish an PM framework to set goals is important (to hold vendors accountable)

*  Make list of lesson-learned to work w next vendor

*  Sussing out the source of the problem 

*  What are the roles &amp; expectations of the project?  (eventually to hold the vendor accountable)

*  Matrix - managing across lines - role definition is important (&amp; get it in writing!)_

*  What are you trying to accomplish with the project?

*  Make regular defined check-ins to keep tabs on the project

*  Which should come first - role(s) definition &amp;/or definition of scope?  

*  What is the communication framework?  (ex: wiki, daily/weekly emails, etc.)

*  Different rhythms for different stakeholders (frequency &amp; depth)

*   Who are the different kinds of stakeholders?

*  Transparency via communication protocol

*  Three pillars of PM - project mgr. keeps these in balance

	*  Time
	*  Scope - What are you expecting to accomplish?  Is the business problem solved?  How is success defined?
	*  Budget

*  Reactive vs. pro-active management - scaling back the scope 

*  Managing expectations to avoid scope creep

*  Scope shrink - does this "cut" defeat the overall purpose?  (ex:  "It works, but no one uses it.")

*  Vendor relationship must be mutually beneficial - vendor must be full partner 

*  Business analyst is also known Project Manager

*  PM keeps things in scope &amp; sometimes defines the project as well
	*  Who can help determine the scope?

*  Anticipating risk
	*  What can go wrong?
	*  If things are late, what happens?  (Critical Path in Gantt Chart speak)  &lt;---- point of failure, PM needs to pay special attention to this point
		*  Put possible areas of delay at beginning of project (ex:  making sure licenses are purchased, software installed, business process/workflow, decision-making [What are the requirements? Where is the end of the scope?])
		*  What are the potential areas of failure?  Where do things break down?
		*  What are the critical success factors?  Are the right people in the team?  Are there any big events for the org coming up?  How is the project being received?  Is there push-back?  What is the org barometer to the project?  How are barriers 		overcome?  Vacations/time away from staff &amp; vendors?  
			*  Build buffers
		*  Is the content ready?  (to the staff)
		*  Are all the pieces in the right place?  What does the PM need before starting?
		*  Definition of parts &amp; pieces (early one) provides a framework to refer back to

*  Case study [Keith took notes on this part]
	*  Staff member is responsible for all things IT, is not part of the conversations that involve her projects, still seen as "newb"
		*  Trade-offs with the give &amp; take
		*  Building consensus around shared vision &amp; goals (ex:  How our website should look - ask the stakeholders?)
		*  Work on the repercussions - give them the work case to "guide" decision-making
		*  Asking questions - to develop a common understand -  What do you need?  How I can help you get to that point?  Pick your battles. 
		*  Ask the manager what they need from you?

*  Transparency, roles &amp; responsibilities, defining goals/problem/outcomes (critical success factors)</text>
    <sha1>8e13025ad3ace6690ca173e8e7e7c1b159caaf5c</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>36</id>
  <revision>
    <id>558</id>
    <parentid>71</parentid>
    <timestamp>2016-01-14T00:56:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="302" xml:space="preserve">=== Description ===

This session will take on more advanced topics of complex web sites, web applications, and other Nonprofit Software Development Topics. Participants will be invited to share their experiences, learnings, questions and needs.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>b40a4aa8455f332594eeea2d380f52cb01da5799</sha1>
  </revision>
  <revision>
    <id>566</id>
    <parentid>558</parentid>
    <timestamp>2016-01-14T17:39:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="301" xml:space="preserve">=== Description ===

This session will take on more advanced topics of complex websites, web applications, and other Nonprofit Software Development Topics. Participants will be invited to share their experiences, learnings, questions and needs.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>5da0ca69710d6512071a5d46eaff7a918c492990</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Future of the MNTP Wiki</title>
  <ns>0</ns>
  <id>55</id>
  <revision>
    <id>559</id>
    <parentid>109</parentid>
    <timestamp>2016-01-14T01:00:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="718" xml:space="preserve">As MNTP moves from a single event to a program, this wiki has the potential to store a great deal of knowledge about managing Nonprofit Technology.

We invite all interested parties to share their thoughts on topic areas which would be most useful to build out as resources for the larger Nonprofit Technology Project Management community.

And for existing resources in this arena (of which there are plenty!), please add them to [[Nonprofit Technology Project Management Resources]]

=== Focus Areas ===

* Web site development best practices
** Project specification
** Site development
** Vendor selection and partner management
** Testing and acceptance
** training and Maintenance

* Add another focus area here!</text>
    <sha1>357e30c4e8aa3de88cbf239d65c7156e2c566f9b</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:Managing Drupal Web Projects</title>
  <ns>0</ns>
  <id>27</id>
  <revision>
    <id>560</id>
    <parentid>554</parentid>
    <timestamp>2016-01-14T17:29:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2873" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal websites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Why Drupal?

*Good solution for non-profits because there are a lot of vendors already working with Drupal. 
*Provides different ways to achieve functionality.
*Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
*DC is a Drupal hotspot.
*Joomla is not sophisticated for many orgs.

Drupal Background:

*Core Drupal code + Contributed modules (developed by any person and enhanced by others)
*Modules as plug-ins to the core CMS programming
*Different Drupal developers have different areas of Drupal expertise
*Core Drupal configuration person
*Costume module development person
*Design/theme CMS person
*Starter theme/templates exist
*Zen most widely used theme
*As new modules are implemented, the theme designer controls their style and appearance.
*Developer needs to be engaged in the design process because Drupal has a default output style. The more customized design will create more costs.

Choosing Vendors:

*Lots of transparency in vendors’ development 
*Development site is on a secondary server so that the client is able to see the process going into its creation
*Look at example sites, and be sure that they are within the desired budget 
*Ask for references
*Ask if they are maintaining Drupal sites after configuring and developing it.
*Ask about source-code management and backup
*groups.drupal.org—there is a DC group of developers

Drupal integration:

*CiviCRM and Salesforce integrate well with Drupal 
*Drupal and Paypal integration
*Easy to communicate with MySQL

Drupal Challenges:

*Terminology is less intuitive 
*During the testing stages, have client-developer Q&amp;A session 
*Configuring the production, development, and staging sites can be exportable, but not always the case
*Too many modules
*Overexcitement over new functionality: Can lead to decreased site performance
*On-going updates: Need to consider the cost as on-going,, i.e. security fixes every two months
*These are typically quick fixes and easily applied: i.e. annual version releases; Drupal only supports the latest two releases; Depending on how complex the modules/site theme, can become a web re-design; If not updated, won’t receive the  security fixes.; Not unique to Drupal, all CMS will have these updates

When not to use Drupal:

*Depends on the  content, simple content doesn’t require the complexity of Drupal
*One-person shop, check out Wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>7955b3e1534066d048fd214f2e9acea08a659520</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>29</id>
  <revision>
    <id>561</id>
    <parentid>57</parentid>
    <timestamp>2016-01-14T17:31:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="567" xml:space="preserve">=== Description ===

While a best practice for Nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most Nonprofits, and too often Nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>4e630b45b7ffb9c48060c52b8fd8c5a9cc2c9296</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:Managing demands from internal stakeholders</title>
  <ns>0</ns>
  <id>30</id>
  <revision>
    <id>562</id>
    <parentid>451</parentid>
    <timestamp>2016-01-14T17:33:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3839" xml:space="preserve">=== Description ===

There are plenty of moving pieces in any Nonprofit Technology Project. But often one of the most vexing challenges is properly managing the needs and wants of stakeholders within the organization for whom the project is being implemented. This session will cover best practices for engagement, gathering input, transparent project operation, creating alignment (and coping when it's not possible), and other aspects of setting expectations and managing communications.

== Session Notes ==

Session notes will be posted here.

Managing Internal Stakeholders - Rachel

Rachel: Technology doesn’t really fit into the purview of her organization, which creates the need to advocate proactively for technology and manage varying perspectives; biggest accomplishment is that everyone is still talking to one another; acting somewhat as a therapist – there is a need to finesse differing interests and “read” differing interests

A key moment is defining that this is a project and getting common understandings.  In this, it is not different from dealing w/ external clients.

A key challenge of managing internal stakeholders is about overcoming the assumption that explicit planning, marketing, transparency are unnecessary

Internal project often grow out of long-running issues, with unstated assumptions and unqualified interests

Internally need to understand and be sensitive implicitly to hierarchy/politics/culture

Marie: What if you get resistance within your project team?  A: You need to understand the source of the resistance – understand the motivations. Break down the resistance in the needs gathering phase.  Create a picture of what your system is going to do – show things that the users are going to relate to.  Show them concretely what is expected of them.  

Understand your value add – know what your project is giving to the various interests in the org.

Importance of project evangelists – executive sponsorship.  

Evangelists are not just at the top of the organization – they need to be seeded throughout the organization.

If you are having trouble getting collaboration on a project, you can use a low-tech approach (e.g. post-it notes on a wall calendar) – this can help bypass the fight you might have implementing a technological solution, like Basecamp

Resistance to change is a huge hurdle

How to deal with apathy?  Work around it.  Build something that works for others and, if you are fulfilling a not-yet-identified need of the apathetic, they will eventually get on board.  Or: energy/enthusiasm can overcome apathy – the executive sponsor cannot be the only evangelist.

Structured communications are essential: e.g., project blog, regular emails – must be sure that the communications approach  is sensitive to time efficiency and whether your communications are providing value.

What do you do with feedback?  Acknowledge and report back.  Show results.  Use a tracking tool (OneNote).

How often should you ask for feedback?  Always!  But especially at project milestones.  If you’re not getting feedback, go hunt it down.

Not all feedback will be timely or appropriate, but you need to validate the input.  Don’t just say, “No!”

How do you deal with negative/unproductive feedback?  Spin it – acknowledge and validate it, even if you are not going to use it.  One strategy is to publicize it and answer it positively.  Or dissect the feedback – challenge them to give you feedback that is useful.  But also challenge your own motivations  and natural defensiveness to getting feedback you might not want to hear.  Ask for them to help you help them.

AH-HA's
* Importance of evangelists
* Importance of seeing the motivation of resistance
* Managing feedback productively in a validating manner
* Having a structured organization plan</text>
    <sha1>1f8aac93df9a53ddda23cf51de0698e01c014f63</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:Managing the Development of Customized Joomla! Websites</title>
  <ns>0</ns>
  <id>31</id>
  <revision>
    <id>563</id>
    <parentid>555</parentid>
    <timestamp>2016-01-14T17:35:10Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4882" xml:space="preserve">== Description ==

Tim Forbes, the Director of Project Management at PICnet, will be speaking about successful Project Management Techniques employed at his company in developing large and customized Joomla! websites.  His experience in writing requirements, managing client expectations, estimating work hours, testing, and quality assurance to develop unique extensions (such as Version Control and ACL) for large organizations such as the American Society for Microbiology and American Academy of Physician Assistants is invaluable.  During the last three years, Tim and his team has helped PICnet become one of the most dynamic companies in the Nonprofit community.

=== Session Notes ===

Catherine: Trying to figure out how to maintain/integrate twitter and facebook.  Accidental project manager and having problems with people.  It takes 8 people to update our website.

Monica: I want to understand a little bit about change management and how to manage website changes when they are thrown at you, dealing vendors, identify consultants, and understanding how to train people in Joomla! so that we don't have to answer questions as they arise.

Todd: Work at nature reserve. Don't want to be a project manager but it will make me a better manager overall. We're in the middle of moving our website over to a CMS.

Karen: I work at a NPO. Currently redesigning, redoing our website using Wordpress as our CMS. There's a lot of data about achievement gaps and we want to make sure that parents get and understand this information. Curious about how to use Basecamp with outside vendors.

Roberta: Design &amp; development of websites and work with large organizations.  Looking to learn more about non-profits' problems.

Noelle: ______ Association. Starting a project that will involve a new website and database.  It's currently an offline database that needs to be online and integrating it with the database is a pain.  Trying to learn as much as possible before we begin this thing.

Grace: I work at CITI. General website management tips and balancing the interests of multiple stakeholders in the organization.  Making it an effective/collaborative process. Need to redesign our website and need to figure out how to do that best.

Hunter: User experience designer. Want to learn about what's going on. Might be starting my own web project.

Gorav: Need to do a full redesign for our website. Just looking to see what people are doing.

Wendy: Dabbled in project management. CMS/CRM/metrics etc. integration and reporting.

Andy: Getting a new website. Five websites and are currently all old websites. Open to whatever CMS system.

Ernesto: What are the needs of non-profits. MPCA.

Courtney: Build Drupal sites for non-profits. Double role as developer and accidental PM.

Scott: Not a PM. Worked at CITI as developer.

Scott: It's critical that developers and project managers are separate people. The roles and responsibilities are different and the priorities of the project differ depending on who is in-charge.

Cheap, fast, and good: Pick two. This is a principle often used in Project Management.

PMs need to keep track of timeline, budget, etc. so that people above them can make decisions as they need.

Wendy: What do you do when the CEO/ED comes to your desk and says 'I want a new website'?  How do you determine what exactly to figure out what to do first?

Hunter: I always look at this from the design perspective.  Make it about the user experience but determine your goals first.

Roberta: Think about it from a user perspective i.e. make it user centric. For example, not just put twitter on a website just because twitter is cool. Given a feature, does it fall in line with the vision of the organization and is it useful for your users.

Pradeep: Explained PICnet's approach to big projects. There was some discussion between agile vs. waterfall development.

Glennette: You need an online strategist.

Kafi: @wendy, what went wrong?

Wendy: Things went over the timeline and overbudget.

Pradeep: There are two parts to this question. Vision to RFP and RFP to End Game. We've been talking mostly about the latter.

Scott: Wendy put together the best RFP ever. She will be hosting a session this afternoon. Hope all can attend. Using an RFP, you can weed out vendors and determine the quality of vendors who respond.

Pradeep: There are products and services out there that have very small budgets for website development.

Monica: @Hunter: How do you understand what stakeholders need or want?

Hunter: You talk to them, interview them, have them fill out surveys. You reach out to people and offer them gift cards etc. and other things to have them review your ideas as a favor.

* Crowdsourcing
* Rolling things out in phases
* Is it necessary to separate the ownership of product vs. project?
* Cheap, fast, and good: pick two.

Hit-by-a-bus test</text>
    <sha1>fdf08ff631fc391ccefe1c6bd7c750c8995f19a4</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:Online Collaboration Tools</title>
  <ns>0</ns>
  <id>33</id>
  <revision>
    <id>564</id>
    <parentid>556</parentid>
    <timestamp>2016-01-14T17:37:12Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4972" xml:space="preserve">=== Description ===

Project management in the internet era is a distributed and virtual art. In-person meetings are the exception, not the rule. This session will discuss how to most effectively use online tools to collaborate and manage projects, and participants will be invited to share their tool preferences and experiences.

Basecamp and Pivotal Tracker session with Kafi


Paper and pencil never fail you.

How do you get people to use Basecamp? How to motivate it?

BASECAMP BASICS

•	Basecamp is an online tool

•	A single place to keep projects, communication with clients/developers/designers all in one place

•	Primary reason to use it is for clients to be on there so that everyone can talk to each other.

•	You can keep username/passwords on Basecamp to give designers/developers access to sites.

•	Kafi uses messages the most – the primary reason why she uses it. If one person doesn’t respond immediately, someone else will.

•	You can respond by email and it will show up automatically onto Basecamp.

•	Even long strings are great because it means that people will communicate, which is half the battle.

•	You can make messages private.

•	You can attach files.

•	Kafi doesn’t really use milestones that much.

•	Encouraged to “check all” on who gets the email so the whole team is notified.

•	Developers like to use the “to-do” list

•	The monthly cost can be a roadblock to buy-in

•	Incorporate Basecamp into job descriptions for buy-in


•	Time tool gives a time stamp to parts of the project – but it’s for after to-do's are done rather than to plan how much time will be needed.

•	Chat feature is overridden by Skype

•	Files feature can be useful: client can approve and team can get them to do their work

•	Under projects setting you can request an html or xml export

•	Open atrium is Basecamp but open source and you host it yourself

•	Recurring projects that happen every year – you can clone some parts of it (copy a workspace) and make another one

•	Write-boards feature: capture meeting minutes, or for a collaborative document between parties. You can share it with a URL.

•	Milestones feature: It’s something date related. Kick-off meeting, initial meeting with client, requirements, design, approvals, edit time (it’s a schedule). You can do notifications with milestones

•	On the homepage you can see all the projects assigned to you, what’s due in the next two weeks for all of your projects.

•	Generation gap can be a real challenge – is it worth it to onboard people to Basecamp who are uncomfortable?

•	Basecamp is really useful for meetings because you can run through the status of the project

•	Strongly encourage the messages to be sent to everyone. If it has nothing to do with what you’re working on you can always delete it.

•	It’s helpful for clients to see the impact of not approving something or not getting documents to us in time

•	This is not extra work, this is your project at a glance

•	It keeps everyone honest about a project

•	Always at the beginning of a project, as soon as you know you have a project you set out Basecamp

•	Label annual or quarterly if it’s an ongoing project

•	Even for small projects Basecamp works because everything is right there, it doesn’t fall off your radar

•	Why is it so ugly? You can change the colors a little bit. Brand it through settings.

•	Weird little things: search, you can search across projects or within a specific project. There is no search box, it’s a tab you have to click on.

•	You can create a new “company” but it’s actually a program and then projects fall under it.

•	A company is a client if you’re a consultant.

•	There is a templates tab, create a title and a list description. You can still delete things from a template.

•	Make the super user the administrator and have at least a couple of them. If you have a back-up person, they can always go in and pick up an archived project and find lost info. Create three to be on the safe side in case they both leave at the same time.

•	You get notified if you’re assigned something through Basecamp so that you don’t have to log in to see assignments.


PIVOTAL TRACKER

•	It uses spaces. It’s for requirements so they’re written differently than for a waterfall project. 

•	They call requirements stories. They all go into the icebox.

•	You assign points to different stories related to the level of effort it will take to complete it. 

•	You can give it a label. If there’s a store on your website, you could have inventory tasks, etc.

•	Descriptions can be used for testing.

•	Comments box used for comments (duh?)

•	You can physically drag items from the icebox to current, which is projects we are working on.

•	Pivotal tracker would be hard to use for a non-technical project

•	You have to drag items one at a time.</text>
    <sha1>e615aef4c1062f4acf492e3dd836df4a513feb27</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>35</id>
  <revision>
    <id>565</id>
    <parentid>557</parentid>
    <timestamp>2016-01-14T17:39:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4507" xml:space="preserve">=== Description ===

This session is targeted at those newest to Nonprofit Technology Project Management. After some initial framing and overview, this will be a question-driven session, providing answers that will enable participants to decide what other sessions will best serve their needs.

== Session Notes ==

Project Management

Lead by Adam

*  Intro by going around the room about what we would like to know about PM
	*  Getting people to use the same tool
	*  How to see around the curve to head off potential pitfalls &amp; create solutions before things happen - to have foresight
	*  Basic 101 skills + "managing up"
	*  Tips, tricks, &amp; tools for accidental project managers - how to hold vendors accountable to budgets &amp; deadlines
	*  Accidental PM
	*  How to empower PMs on non-profit to buy-in to technology projects they are using (bc they require babysitting)
	*  Basics 101 + identifying necessary components
	*  Needs help in making vendors accountable - build better relationships &amp; manage risk 

*  Roles &amp; responsibility definition, vocabulary, basic components in place to start a project - 

*  Adam is an informal project manager (had managed tech project for 12 years)
	*  Being able to anticipate things before they happen
	*  Being in touch with vendors, people in project management - risk management

*  Establish an PM framework to set goals is important (to hold vendors accountable)

*  Make list of lesson-learned to work w next vendor

*  Sussing out the source of the problem 

*  What are the roles &amp; expectations of the project?  (eventually to hold the vendor accountable)

*  Matrix - managing across lines - role definition is important (&amp; get it in writing!)_

*  What are you trying to accomplish with the project?

*  Make regular defined check-ins to keep tabs on the project

*  Which should come first - role(s) definition &amp;/or definition of scope?  

*  What is the communication framework?  (ex: wiki, daily/weekly emails, etc.)

*  Different rhythms for different stakeholders (frequency &amp; depth)

*   Who are the different kinds of stakeholders?

*  Transparency via communication protocol

*  Three pillars of PM - project mgr. keeps these in balance

	*  Time
	*  Scope - What are you expecting to accomplish?  Is the business problem solved?  How is success defined?
	*  Budget

*  Reactive vs. pro-active management - scaling back the scope 

*  Managing expectations to avoid scope creep

*  Scope shrink - does this "cut" defeat the overall purpose?  (ex:  "It works, but no one uses it.")

*  Vendor relationship must be mutually beneficial - vendor must be full partner 

*  Business analyst is also known Project Manager

*  PM keeps things in scope &amp; sometimes defines the project as well
	*  Who can help determine the scope?

*  Anticipating risk
	*  What can go wrong?
	*  If things are late, what happens?  (Critical Path in Gantt Chart speak)  &lt;---- point of failure, PM needs to pay special attention to this point
		*  Put possible areas of delay at beginning of project (ex:  making sure licenses are purchased, software installed, business process/workflow, decision-making [What are the requirements? Where is the end of the scope?])
		*  What are the potential areas of failure?  Where do things break down?
		*  What are the critical success factors?  Are the right people in the team?  Are there any big events for the org coming up?  How is the project being received?  Is there push-back?  What is the org barometer to the project?  How are barriers 		overcome?  Vacations/time away from staff &amp; vendors?  
			*  Build buffers
		*  Is the content ready?  (to the staff)
		*  Are all the pieces in the right place?  What does the PM need before starting?
		*  Definition of parts &amp; pieces (early one) provides a framework to refer back to

*  Case study [Keith took notes on this part]
	*  Staff member is responsible for all things IT, is not part of the conversations that involve her projects, still seen as "newb"
		*  Trade-offs with the give &amp; take
		*  Building consensus around shared vision &amp; goals (ex:  How our website should look - ask the stakeholders?)
		*  Work on the repercussions - give them the work case to "guide" decision-making
		*  Asking questions - to develop a common understand -  What do you need?  How I can help you get to that point?  Pick your battles. 
		*  Ask the manager what they need from you?

*  Transparency, roles &amp; responsibilities, defining goals/problem/outcomes (critical success factors)</text>
    <sha1>6ccc538cc6e24db3413510ca3afff707d7c7bdc4</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:Project Failures: Identifying and Mitigating Potentials Risks</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>568</id>
    <parentid>75</parentid>
    <timestamp>2016-01-14T17:41:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="468" xml:space="preserve">In a perfect world somewhere, projects always come in on time and under budget. But alas, that perfect world is not the Nonprofit Technology norm. This session will address how to identify and manage risks associated with scheduling, budgets, human resources, and other factors that contribute to project success. Participants will be encouraged to bring their own stories and learnings to share with the group.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>3c3897eb358795a271f0bf2e0a52fda5c2c856e4</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:The convergence of architecture and content</title>
  <ns>0</ns>
  <id>43</id>
  <revision>
    <id>569</id>
    <parentid>85</parentid>
    <timestamp>2016-01-14T17:45:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8051" xml:space="preserve">=== Description ===

A long time ago, before Wikipedia and Facebook and other innovative online platforms, the line between software and the data managed by software was fairly clear. No more. But in so many technology projects these days, content is architecture and vice versa. This session will reflect on the convergence, and consider best practices for designing to meet long-term needs and requirements.

== Session Notes ==

Robert - changemakers - merging content and architecture

Introductions

Changemakers looking at a redesign
had developer they liked
needed design help
hired adapted path from SFO for design
good process - integrated project, developers and designers together, drupal 
came to a point at end of design phase, became clear that there was a gap between the folks that would provide the content and their knowledge of the site and where to put it, user interface vs content.
e.g. right hand navigation - 'do i have to write that' 
also were in 4 languages - even more complicated
robert comes from arch and design background - have well established processes
web world - no standard convention for symbols, how it all works together
became clear that it would not be possible to have the content in time for launch without a content map

took wireframes pre-build, and tagged each piece of content with callouts (e.g. callouts for top nav bar - home, about, etc)
had a unique identifier (alpha numberic ABC), brief description, author (who is responsible for producing it), goal / purpose
built a set of excel tables w/ all the info in it plus more detail.

can print out screenshots of site, mark it up, and push it to the right people.  gives people an idea for where they have to provide content.

long excel list...

CONTENT		ENG	SP	FR	TYPE
HOME					STATIC

IMAGES.

adam - likes to get writing of content started as soon as possible.  often starts before design is complete, but structure has been decided.

was very hard for people to understand what it meant.  
lots of user generated content.  
being able to visually articulate where things will go and giving them context was very helpful.

can go after people to author stories.  hard for folks to imagine something entirely new without a picture.

if content is late - what does it delay?  doesn't stop development or design, but can be helpful.  When you actually go to write it - there will be changes.  But cant launch till content is complete...

1st focus on the primary content necessary for launch.  Start as soon as possible.  Herding cats.  One reason it can be hard is that people cant visualize it.
Changemakers had an almost entirely distributed team, people all over.   Had lots of stories, when we did a tone analysis, decided they needed to redo them.  

people need to see it to understand.  WORD COUNTS - very helpful.  Helpful in managing up.  CMS can reinforce these limits.  
visualization is very helpful for content creators - print out screenshots (by page type / template, or actual - whatever you can do)

UGC site (user generated content) vs "brochure site"
UGC - need to be further along in dev process before staring content development.
Brochure - can start earlier

Adam - start developing content as soon as you have your architecture set (set enough...)  
The content that is not in sidebars can be done without visualization, but the sidebar content may need to wait for visualization.
Depends on team that is working on content.  Journalists have hard time w/ fluid process. 

One challenge - put out blueprint winter 2008.  Translation work went off blueprint.  Changes happened.  How do you catch the translation work up to the changes.   Keeping finger on pulse to know when to notify translators.  Moving away from translating content.  Suggestion - move away from it.   

Changemakers runs competitions for social change - sponsors may want multiple languages, all UI and content need to be in all 4 languages.

Boundaries of user experience on web is largely language.  so...UX stops where language stops.  translating content into other languages - even by good translators, its bottlenecking based on English version.   instead, create assignment in the native language - do it de novo in that language, don't translate it.

Orig authored content vs translated...
redesign - will port content over.   

Selecting designers and developers - if they are a bad fit for the team, watch out.  doesn't matter how hot /  good they are.  need someone who will work well with the team.
proprietary CMS locks you into long term financial commitments.
tool should be determined based on needs.

Callouts would be grouped by team - (tech / marketing / journalists).
1 guy was basically managing all content.  created gantt chart for content delivery.
keeping style consistent - style guide?  had a person who monitored for that, and sent it back to author if needed.

did people enter content right into drupal?
progressively opened up pieces of the new CMS as soon as possible to the guy managing content.  ended up having to move a lot of content in CMS himself.
what would be the best approach?  would be best if authors could add their own content.  however, drupal is not the most user friendly back-end.  user friendly enough but people are somewhat unsure.  depends on tech skills of content people.

Adam - once site def is done, will put together what needs to happen, does basic training on adding content. 
depends also on ongoing process - if same people will be adding more content, then worthwhile, vs if they are just one-time (then do it yourself).

Scale and complexity of site itself is impt.  changemakers is a very intense site.  lots of interaction.  lots of functionality.  CMS is quite complex.
75,000 user profiles associated with changemakers.  3,000 entries (UGC).  Navigation top level pages.  Spreading content throughout site, leaning on architecture to do that.
bid to launch took 1.5 years.

Changemakers was a print mag - went online - have competitions - went on Drupal - realized it was time to make a jump.
watch out for old appendages that need to be dropped.  e.g. - if your site has always had a section called "programs".   your people say that will move over.  should it?  is that vertical something we need?  check to see if anybody uses that section.
people will want things that are completely irrational.
'manifesting that content elsewhere'
design of everyday objects - good book on design.
'archived section' - aka the graveyard - another good solution.

keep design space and project management space separate in conversations.    keep meetings separate.  impt if you are managing up.
technology is easy, people are hard.
if people are joining for features that they saw on another site - ask about the intent and the need behind it.    what is it that you need?  can the need be met in another fashion?
product integrity...

metrics can work to modify behavior, but hard.  

other lessons - from adapted path - 'lets fail small'  - when you hit the rocks - if there is a problem, identify it, fail small, and get past it.  had that when it came to look and feel.  fail small now, vs. big later.  makes them feel more comfortable with things not being right, keeps things moving.

always double your developer time.  it just takes longer.  perspective from developer side is different from user side.  TEST TEST TEST.  if it doesn't make sense to you it wont make sense to a user.  Make sure you have a demo / dev site to test things on.  it costs money - but that's better than going public and live and having users question.

Don't let developers push you around.  make them show progress.  listen to them.  everything is a draft.  get things done.  perfection is not possible, continual experiment.  

TESTING - try to imitate the path that a user would take, as a non-admin acct.  do it like a user would do it.  anytime you feel lost / wondering, take note.  takes 2 hours sometimes to write a good ticket.  be very precise.  I expected to see xxx, I saw yyy, screenshots, etc.</text>
    <sha1>d2731016ec18a40aa71f33bc214b19eeba380fc3</sha1>
  </revision>
  <revision>
    <id>570</id>
    <parentid>569</parentid>
    <timestamp>2016-01-14T17:46:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8052" xml:space="preserve">=== Description ===

A long time ago, before Wikipedia and Facebook and other innovative online platforms, the line between software and the data managed by software was fairly clear. No more. But in so many technology projects these days, content is architecture and vice versa. This session will reflect on the convergence, and consider best practices for designing to meet long-term needs and requirements.

== Session Notes ==

Robert - changemakers - merging content and architecture

Introductions

Changemakers looking at a redesign
had developer they liked
needed design help
hired adapted path from SFO for design
good process - integrated project, developers and designers together, drupal 
came to a point at end of design phase, became clear that there was a gap between the folks that would provide the content and their knowledge of the site and where to put it, user interface vs content.
e.g. right hand navigation - 'do i have to write that' 
also were in 4 languages - even more complicated
robert comes from arch and design background - have well established processes
web world - no standard convention for symbols, how it all works together
became clear that it would not be possible to have the content in time for launch without a content map.

Took wireframes pre-build, and tagged each piece of content with callouts (e.g. callouts for top nav bar - home, about, etc)
had a unique identifier (alpha numberic ABC), brief description, author (who is responsible for producing it), goal / purpose
built a set of excel tables w/ all the info in it plus more detail.

Can print out screenshots of site, mark it up, and push it to the right people.  gives people an idea for where they have to provide content.

Long excel list...

CONTENT		ENG	SP	FR	TYPE
HOME					STATIC

IMAGES.

adam - likes to get writing of content started as soon as possible.  often starts before design is complete, but structure has been decided.

was very hard for people to understand what it meant.  
lots of user generated content.  
being able to visually articulate where things will go and giving them context was very helpful.

can go after people to author stories.  hard for folks to imagine something entirely new without a picture.

if content is late - what does it delay?  doesn't stop development or design, but can be helpful.  When you actually go to write it - there will be changes.  But cant launch till content is complete...

1st focus on the primary content necessary for launch.  Start as soon as possible.  Herding cats.  One reason it can be hard is that people cant visualize it.
Changemakers had an almost entirely distributed team, people all over.   Had lots of stories, when we did a tone analysis, decided they needed to redo them.  

people need to see it to understand.  WORD COUNTS - very helpful.  Helpful in managing up.  CMS can reinforce these limits.  
visualization is very helpful for content creators - print out screenshots (by page type / template, or actual - whatever you can do)

UGC site (user generated content) vs "brochure site"
UGC - need to be further along in dev process before staring content development.
Brochure - can start earlier

Adam - start developing content as soon as you have your architecture set (set enough...)  
The content that is not in sidebars can be done without visualization, but the sidebar content may need to wait for visualization.
Depends on team that is working on content.  Journalists have hard time w/ fluid process. 

One challenge - put out blueprint winter 2008.  Translation work went off blueprint.  Changes happened.  How do you catch the translation work up to the changes.   Keeping finger on pulse to know when to notify translators.  Moving away from translating content.  Suggestion - move away from it.   

Changemakers runs competitions for social change - sponsors may want multiple languages, all UI and content need to be in all 4 languages.

Boundaries of user experience on web is largely language.  so...UX stops where language stops.  translating content into other languages - even by good translators, its bottlenecking based on English version.   instead, create assignment in the native language - do it de novo in that language, don't translate it.

Orig authored content vs translated...
redesign - will port content over.   

Selecting designers and developers - if they are a bad fit for the team, watch out.  doesn't matter how hot /  good they are.  need someone who will work well with the team.
proprietary CMS locks you into long term financial commitments.
tool should be determined based on needs.

Callouts would be grouped by team - (tech / marketing / journalists).
1 guy was basically managing all content.  created gantt chart for content delivery.
keeping style consistent - style guide?  had a person who monitored for that, and sent it back to author if needed.

did people enter content right into drupal?
progressively opened up pieces of the new CMS as soon as possible to the guy managing content.  ended up having to move a lot of content in CMS himself.
what would be the best approach?  would be best if authors could add their own content.  however, drupal is not the most user friendly back-end.  user friendly enough but people are somewhat unsure.  depends on tech skills of content people.

Adam - once site def is done, will put together what needs to happen, does basic training on adding content. 
depends also on ongoing process - if same people will be adding more content, then worthwhile, vs if they are just one-time (then do it yourself).

Scale and complexity of site itself is impt.  changemakers is a very intense site.  lots of interaction.  lots of functionality.  CMS is quite complex.
75,000 user profiles associated with changemakers.  3,000 entries (UGC).  Navigation top level pages.  Spreading content throughout site, leaning on architecture to do that.
bid to launch took 1.5 years.

Changemakers was a print mag - went online - have competitions - went on Drupal - realized it was time to make a jump.
watch out for old appendages that need to be dropped.  e.g. - if your site has always had a section called "programs".   your people say that will move over.  should it?  is that vertical something we need?  check to see if anybody uses that section.
people will want things that are completely irrational.
'manifesting that content elsewhere'
design of everyday objects - good book on design.
'archived section' - aka the graveyard - another good solution.

keep design space and project management space separate in conversations.    keep meetings separate.  impt if you are managing up.
technology is easy, people are hard.
if people are joining for features that they saw on another site - ask about the intent and the need behind it.    what is it that you need?  can the need be met in another fashion?
product integrity...

metrics can work to modify behavior, but hard.  

other lessons - from adapted path - 'lets fail small'  - when you hit the rocks - if there is a problem, identify it, fail small, and get past it.  had that when it came to look and feel.  fail small now, vs. big later.  makes them feel more comfortable with things not being right, keeps things moving.

always double your developer time.  it just takes longer.  perspective from developer side is different from user side.  TEST TEST TEST.  if it doesn't make sense to you it wont make sense to a user.  Make sure you have a demo / dev site to test things on.  it costs money - but that's better than going public and live and having users question.

Don't let developers push you around.  make them show progress.  listen to them.  everything is a draft.  get things done.  perfection is not possible, continual experiment.  

TESTING - try to imitate the path that a user would take, as a non-admin acct.  do it like a user would do it.  anytime you feel lost / wondering, take note.  takes 2 hours sometimes to write a good ticket.  be very precise.  I expected to see xxx, I saw yyy, screenshots, etc.</text>
    <sha1>286a22a7435e76c66292a50a47c9b64a29a86eb5</sha1>
  </revision>
  <revision>
    <id>571</id>
    <parentid>570</parentid>
    <timestamp>2016-01-14T17:48:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8052" xml:space="preserve">=== Description ===

A long time ago, before Wikipedia and Facebook and other innovative online platforms, the line between software and the data managed by software was fairly clear. No more. But in so many technology projects these days, content is architecture and vice versa. This session will reflect on the convergence, and consider best practices for designing to meet long-term needs and requirements.

== Session Notes ==

Robert - changemakers - merging content and architecture

Introductions

Changemakers looking at a redesign
had developer they liked
needed design help
hired adapted path from SFO for design
good process - integrated project, developers and designers together, drupal 
came to a point at end of design phase, became clear that there was a gap between the folks that would provide the content and their knowledge of the site and where to put it, user interface vs content.
e.g. right hand navigation - 'do i have to write that' 
also were in 4 languages - even more complicated
robert comes from arch and design background - have well established processes
web world - no standard convention for symbols, how it all works together
became clear that it would not be possible to have the content in time for launch without a content map.

Took wireframes pre-build, and tagged each piece of content with callouts (e.g. callouts for top nav bar - home, about, etc)
had a unique identifier (alpha numberic ABC), brief description, author (who is responsible for producing it), goal / purpose
built a set of excel tables w/ all the info in it plus more detail.

Can print out screenshots of site, mark it up, and push it to the right people.  gives people an idea for where they have to provide content.

Long excel list...

CONTENT		ENG	SP	FR	TYPE
HOME					STATIC

IMAGES.

Adam - likes to get writing of content started as soon as possible.  often starts before design is complete, but structure has been decided.

Was very hard for people to understand what it meant.  
Lots of user generated content.  
Being able to visually articulate where things will go and giving them context was very helpful.

Can go after people to author stories.  hard for folks to imagine something entirely new without a picture.

If content is late - what does it delay?  doesn't stop development or design, but can be helpful.  When you actually go to write it - there will be changes.  But cant launch till content is complete...

1st focus on the primary content necessary for launch.  Start as soon as possible.  Herding cats.  One reason it can be hard is that people cant visualize it.
Changemakers had an almost entirely distributed team, people all over.   Had lots of stories, when we did a tone analysis, decided they needed to redo them.  

People need to see it to understand.  WORD COUNTS - very helpful.  Helpful in managing up.  CMS can reinforce these limits.  
Visualization is very helpful for content creators - print out screenshots (by page type / template, or actual - whatever you can do)

UGC site (user generated content) vs "brochure site"
UGC - need to be further along in dev process before staring content development.
Brochure - can start earlier

Adam - start developing content as soon as you have your architecture set (set enough...)  
The content that is not in sidebars can be done without visualization, but the sidebar content may need to wait for visualization.
Depends on team that is working on content.  Journalists have hard time w/ fluid process. 

One challenge - put out blueprint winter 2008.  Translation work went off blueprint.  Changes happened.  How do you catch the translation work up to the changes.   Keeping finger on pulse to know when to notify translators.  Moving away from translating content.  Suggestion - move away from it.   

Changemakers runs competitions for social change - sponsors may want multiple languages, all UI and content need to be in all 4 languages.

Boundaries of user experience on web is largely language.  so...UX stops where language stops.  translating content into other languages - even by good translators, its bottlenecking based on English version.   instead, create assignment in the native language - do it de novo in that language, don't translate it.

Orig authored content vs translated...
redesign - will port content over.   

Selecting designers and developers - if they are a bad fit for the team, watch out.  doesn't matter how hot /  good they are.  need someone who will work well with the team.
Proprietary CMS locks you into long term financial commitments.
Tool should be determined based on needs.

Callouts would be grouped by team - (tech / marketing / journalists).
1 guy was basically managing all content.  created gantt chart for content delivery.
keeping style consistent - style guide?  had a person who monitored for that, and sent it back to author if needed.

Did people enter content right into Drupal?
Progressively opened up pieces of the new CMS as soon as possible to the guy managing content.  ended up having to move a lot of content in CMS himself.
What would be the best approach?  would be best if authors could add their own content.  However, Drupal is not the most user friendly back-end.  user friendly enough But people are somewhat unsure.  depends on tech skills of content people.

Adam - once site def is done, will put together what needs to happen, does basic training on adding content. 
depends also on ongoing process - if same people will be adding more content, then worthwhile, vs if they are just one-time (then do it yourself).

Scale and complexity of site itself is impt.  changemakers is a very intense site.  lots of interaction.  lots of functionality.  CMS is quite complex.
75,000 user profiles associated with changemakers.  3,000 entries (UGC).  Navigation top level pages.  Spreading content throughout site, leaning on architecture to do that.
bid to launch took 1.5 years.

Changemakers was a print mag - went online - have competitions - went on Drupal - realized it was time to make a jump.
watch out for old appendages that need to be dropped.  e.g. - if your site has always had a section called "programs".   your people say that will move over.  should it?  is that vertical something we need?  check to see if anybody uses that section.
people will want things that are completely irrational.
'manifesting that content elsewhere'
design of everyday objects - good book on design.
'archived section' - aka the graveyard - another good solution.

keep design space and project management space separate in conversations.    keep meetings separate.  impt if you are managing up.
technology is easy, people are hard.
if people are joining for features that they saw on another site - ask about the intent and the need behind it.    what is it that you need?  can the need be met in another fashion?
product integrity...

metrics can work to modify behavior, but hard.  

Other lessons - from adapted path - 'lets fail small'  - when you hit the rocks - if there is a problem, identify it, fail small, and get past it.  had that when it came to look and feel.  fail small now, vs. big later.  makes them feel more comfortable with things not being right, keeps things moving.

Always double your developer time.  it just takes longer.  perspective from developer side is different from user side.  TEST TEST TEST.  if it doesn't make sense to you it wont make sense to a user.  Make sure you have a demo / dev site to test things on.  it costs money - but that's better than going public and live and having users question.

Don't let developers push you around.  make them show progress.  listen to them.  everything is a draft.  get things done.  perfection is not possible, continual experiment.  

TESTING - try to imitate the path that a user would take, as a non-admin acct.  do it like a user would do it.  anytime you feel lost / wondering, take note.  takes 2 hours sometimes to write a good ticket.  be very precise.  I expected to see xxx, I saw yyy, screenshots, etc.</text>
    <sha1>9748634f9fefa623beafcb32a142c3f1a676bba3</sha1>
  </revision>
  <revision>
    <id>572</id>
    <parentid>571</parentid>
    <timestamp>2016-01-14T17:48:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8052" xml:space="preserve">=== Description ===

A long time ago, before Wikipedia and Facebook and other innovative online platforms, the line between software and the data managed by software was fairly clear. No more. But in so many technology projects these days, content is architecture and vice versa. This session will reflect on the convergence, and consider best practices for designing to meet long-term needs and requirements.

== Session Notes ==

Robert - changemakers - merging content and architecture

Introductions

Changemakers looking at a redesign
had developer they liked
needed design help
hired adapted path from SFO for design
good process - integrated project, developers and designers together, drupal 
came to a point at end of design phase, became clear that there was a gap between the folks that would provide the content and their knowledge of the site and where to put it, user interface vs content.
e.g. right hand navigation - 'do i have to write that' 
also were in 4 languages - even more complicated
robert comes from arch and design background - have well established processes
web world - no standard convention for symbols, how it all works together
became clear that it would not be possible to have the content in time for launch without a content map.

Took wireframes pre-build, and tagged each piece of content with callouts (e.g. callouts for top nav bar - home, about, etc)
had a unique identifier (alpha numberic ABC), brief description, author (who is responsible for producing it), goal / purpose
built a set of excel tables w/ all the info in it plus more detail.

Can print out screenshots of site, mark it up, and push it to the right people.  gives people an idea for where they have to provide content.

Long excel list...

CONTENT		ENG	SP	FR	TYPE
HOME					STATIC

IMAGES.

Adam - likes to get writing of content started as soon as possible.  often starts before design is complete, but structure has been decided.

Was very hard for people to understand what it meant.  
Lots of user generated content.  
Being able to visually articulate where things will go and giving them context was very helpful.

Can go after people to author stories.  hard for folks to imagine something entirely new without a picture.

If content is late - what does it delay?  doesn't stop development or design, but can be helpful.  When you actually go to write it - there will be changes.  But cant launch till content is complete...

1st focus on the primary content necessary for launch.  Start as soon as possible.  Herding cats.  One reason it can be hard is that people cant visualize it.
Changemakers had an almost entirely distributed team, people all over.   Had lots of stories, when we did a tone analysis, decided they needed to redo them.  

People need to see it to understand.  WORD COUNTS - very helpful.  Helpful in managing up.  CMS can reinforce these limits.  
Visualization is very helpful for content creators - print out screenshots (by page type / template, or actual - whatever you can do)

UGC site (user generated content) vs "brochure site"
UGC - need to be further along in dev process before staring content development.
Brochure - can start earlier

Adam - start developing content as soon as you have your architecture set (set enough...)  
The content that is not in sidebars can be done without visualization, but the sidebar content may need to wait for visualization.
Depends on team that is working on content.  Journalists have hard time w/ fluid process. 

One challenge - put out blueprint winter 2008.  Translation work went off blueprint.  Changes happened.  How do you catch the translation work up to the changes.   Keeping finger on pulse to know when to notify translators.  Moving away from translating content.  Suggestion - move away from it.   

Changemakers runs competitions for social change - sponsors may want multiple languages, all UI and content need to be in all 4 languages.

Boundaries of user experience on web is largely language.  so...UX stops where language stops.  translating content into other languages - even by good translators, its bottlenecking based on English version.   instead, create assignment in the native language - do it de novo in that language, don't translate it.

Orig authored content vs translated...
redesign - will port content over.   

Selecting designers and developers - if they are a bad fit for the team, watch out.  doesn't matter how hot /  good they are.  need someone who will work well with the team.
Proprietary CMS locks you into long term financial commitments.
Tool should be determined based on needs.

Callouts would be grouped by team - (tech / marketing / journalists).
1 guy was basically managing all content.  created gantt chart for content delivery.
keeping style consistent - style guide?  had a person who monitored for that, and sent it back to author if needed.

Did people enter content right into Drupal?
Progressively opened up pieces of the new CMS as soon as possible to the guy managing content.  ended up having to move a lot of content in CMS himself.
What would be the best approach?  would be best if authors could add their own content.  However, Drupal is not the most user friendly back-end.  user friendly enough But people are somewhat unsure.  depends on tech skills of content people.

Adam - once site def is done, will put together what needs to happen, does basic training on adding content. 
depends also on ongoing process - if same people will be adding more content, then worthwhile, vs if they are just one-time (then do it yourself).

Scale and complexity of site itself is impt.  changemakers is a very intense site.  lots of interaction.  lots of functionality.  CMS is quite complex.
75,000 user profiles associated with changemakers.  3,000 entries (UGC).  Navigation top level pages.  Spreading content throughout site, leaning on architecture to do that.
bid to launch took 1.5 years.

Changemakers was a print mag - went online - have competitions - went on Drupal - realized it was time to make a jump.
watch out for old appendages that need to be dropped.  e.g. - if your site has always had a section called "programs".   your people say that will move over.  should it?  is that vertical something we need?  check to see if anybody uses that section.
people will want things that are completely irrational.
'manifesting that content elsewhere'
design of everyday objects - good book on design.
'archived section' - aka the graveyard - another good solution.

Keep design space and project management space separate in conversations.    keep meetings separate.  impt if you are managing up.
technology is easy, people are hard.
if people are joining for features that they saw on another site - ask about the intent and the need behind it.    what is it that you need?  can the need be met in another fashion?
product integrity...

Metrics can work to modify behavior, but hard.  

Other lessons - from adapted path - 'lets fail small'  - when you hit the rocks - if there is a problem, identify it, fail small, and get past it.  had that when it came to look and feel.  fail small now, vs. big later.  makes them feel more comfortable with things not being right, keeps things moving.

Always double your developer time.  it just takes longer.  perspective from developer side is different from user side.  TEST TEST TEST.  if it doesn't make sense to you it wont make sense to a user.  Make sure you have a demo / dev site to test things on.  it costs money - but that's better than going public and live and having users question.

Don't let developers push you around.  make them show progress.  listen to them.  everything is a draft.  get things done.  perfection is not possible, continual experiment.  

TESTING - try to imitate the path that a user would take, as a non-admin acct.  do it like a user would do it.  anytime you feel lost / wondering, take note.  takes 2 hours sometimes to write a good ticket.  be very precise.  I expected to see xxx, I saw yyy, screenshots, etc.</text>
    <sha1>6d054ba6dfd0a3fe0306e0fbc274fbccc9dbd5de</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Afternoon 1 report backs</title>
  <ns>0</ns>
  <id>2</id>
  <revision>
    <id>573</id>
    <parentid>3</parentid>
    <timestamp>2016-01-14T17:51:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1138" xml:space="preserve">Managing remote teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don+t necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web assessment and redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs coolness

* Trying to retain control of your technical destiny with open source platforms

Web redesigns part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
    <sha1>edb51ab6233974997af4cc77434a366ab75f48d3</sha1>
  </revision>
  <revision>
    <id>574</id>
    <parentid>573</parentid>
    <timestamp>2016-01-14T17:52:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1139" xml:space="preserve">Managing remote teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don+t necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web assessment and redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs. coolness

* Trying to retain control of your technical destiny with open source platforms

Web redesigns part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
    <sha1>88e1f06578628a049aed2c2eb145851c37c164c9</sha1>
  </revision>
  <revision>
    <id>575</id>
    <parentid>574</parentid>
    <timestamp>2016-01-14T17:52:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1139" xml:space="preserve">Managing remote teams

* If you can, face to face as much as possible

* Strategic, vision related items and negative situations should be dealt with face to face

* Tools appropriate for remote team, build into the culture for intentionality of communications

Tools

* Tools, while they may be cheap in $$, can be expensive in overhead and cost increases with integration

* End user adoption is key, tool is not good if people are not going to use them

Managing implementation of existing software 

* If users aren't happy they'll revolt

* App don't necessarily meet needs, it becomes a sales job to convince people it's going to be useful

Web assessment and redesign

* Get in contact with your most passionate users and get input into your website design and process

* A mission driven redesign vs. coolness

* Trying to retain control of your technical destiny with open source platforms

Web redesigns part 2

* Redesigning can be often more difficult than starting from scratch

* When starting a redesign, addressing basic communication points. What people really want. 

* Get results out quickly, try to keep moving forward</text>
    <sha1>7332a2e37dda1799076c991809ba6d05e5d05f6e</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:Web Site Redesign: How to do it Right</title>
  <ns>0</ns>
  <id>45</id>
  <revision>
    <id>576</id>
    <parentid>89</parentid>
    <timestamp>2016-01-14T17:53:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2922" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing ecommerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centered design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the orgnization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Deferentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, abiltiy to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>e5425f5f7bfe5ff6d5db4a59832fc91838cafee0</sha1>
  </revision>
  <revision>
    <id>577</id>
    <parentid>576</parentid>
    <timestamp>2016-01-14T17:53:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2923" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centered design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the orgnization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Deferentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, abiltiy to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>ef1e46e7a93a5c06814580244cc0d19e24c129e7</sha1>
  </revision>
  <revision>
    <id>578</id>
    <parentid>577</parentid>
    <timestamp>2016-01-14T17:55:23Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2923" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centered design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the orgnization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Deferentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, ability to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>c204b73d8fda03b663f3bca64c97877d0377d054</sha1>
  </revision>
  <revision>
    <id>579</id>
    <parentid>578</parentid>
    <timestamp>2016-01-14T17:55:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2924" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centered design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the orgnization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, ability to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>9922a8f57b2ecd2ff92a6a0810e9879d74bdafb6</sha1>
  </revision>
  <revision>
    <id>580</id>
    <parentid>579</parentid>
    <timestamp>2016-01-14T17:55:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2923" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centred design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the orgnization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, ability to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>f219cc042f23155319e3c36532aa95b1b0eeb428</sha1>
  </revision>
  <revision>
    <id>581</id>
    <parentid>580</parentid>
    <timestamp>2016-01-14T17:56:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2924" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centred design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the organization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, ability to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>dc0ee8c9f25bf7c7cf2636b3fed8a7abcc5bfc3c</sha1>
  </revision>
  <revision>
    <id>582</id>
    <parentid>581</parentid>
    <timestamp>2016-01-14T17:56:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2924" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO (search engine optimiation)
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centred design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the organization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, ability to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my Nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>3ca58785d79abf9823768e0edc98893a2929d5bc</sha1>
  </revision>
  <revision>
    <id>583</id>
    <parentid>582</parentid>
    <timestamp>2016-01-14T17:57:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2897" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO 
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centred design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the organization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.
1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, ability to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my Nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>5c330085dc0409d57ccae0f7dc9b5827f437dbf6</sha1>
  </revision>
  <revision>
    <id>584</id>
    <parentid>583</parentid>
    <timestamp>2016-01-14T17:57:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2898" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO 
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centred design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the organization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.

1.Vision/Discovery
2.Definition and Requirements (functional, blogging capability, ability to register for events)
1.IA, Content, Features, Functionality – Blueprint
2.Analysis of CMS
3.Content development (separate than design by design launch is interdependent on content redesign. 
3.Graphic UI / Visual Design / Look &amp; Feel
4.Development
5.Testing
6.Launch

Local organization called Net Squared – Pimp my Nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>05a82a07b57e234360dc664696b681614739b190</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>DC2009:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>46</id>
  <revision>
    <id>585</id>
    <parentid>91</parentid>
    <timestamp>2016-01-14T18:00:49Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3903" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
•	Database of publications, membership sign-up, email listservs
•	Proposal is inflated
•	Stay away from Free Range, Citi has reasonable rates
•	$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
•	NEVER work with an independent consultant on a webproject, go with a house 
•	Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
•	Wordpress sites between $5,000 and $10,000
•	Different data sets increase costs to up to $20,000
•	No justification for any more costs
•	Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
•	Current developer is $14,000 for a Wordpress site, but has complexity
•	Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
•	Custom php website, development $18,000 and front-end separate costs because it was being done in-house
•	Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
•	Possibly over $90,000 for original design and development five years ago
o	Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
•	Drupal as a major commitment 
•	Drupal and Joomla have Wordpress import methods
Website maintenance costs
•	$100/hr can translate to a monthly rate, plus hosting costs
•	With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
•	Customizations and upgrades only effect the code of CMS
•	PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
•	Website costing split between three phases: 
o	1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already; 
o	2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
•	If quote is over $10,000 get a second or third quote!
•	Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
•	Conversations should happen with new consultant:
o	1. What happens when we out-grow our current system?
o	2.  What happens when you are no longer our optimal web provider?
o	Ask a lot of questions!
Hosts:
•	Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
o	Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>598d69339dc6fd703b4e2f53660fdd8bd3550292</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Designing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>48</id>
  <revision>
    <id>586</id>
    <parentid>95</parentid>
    <timestamp>2016-01-14T18:02:35Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="370" xml:space="preserve">=== Description ===

Any Nonprofit that has published a web site understands the frustrating nature of the process. This session will consider how best to take on the task of casting organizational identity on the web while also serving target audiences and delivering value to web visitors accordingly.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
    <sha1>6f8ea529cb66fef74694a66f8e662deec019ed48</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Event Agenda</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>587</id>
    <parentid>99</parentid>
    <timestamp>2016-01-14T18:04:17Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4355" xml:space="preserve">This is the current agenda for MNTP-DC, taking place 8-9 February, 2010. 

Sessions listed below are subject to change, but we'll make sure to cover any topics participants want covered. Some sessions may be offered more than once where participant interest dictates. The agenda will be collaboratively evolved by participants in the time leading up to and during the gathering.

Have ideas for what we should discuss at the event? Put them on the '''[[Session Ideas]]''' page, and we'll weave them in!

Sessions will be led by a fantastic set of '''[[Event Facilitators]]''', and we invite all participants to consider facilitating sessions as well.

=== Monday, 8 February 2010 -- MNTP DC 2010, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[Opening Discussions - Project Management Principles]]

* [[PM Principles - Introduction to Project Management]]
* [[PM Principles - Web Site Essentials]]
* [[PM Principles - Software and Database Development]]

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda. Participants will encouraged to add topics they specifically want to focus on.
* [[Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' Afternoon Sessions 1

* [[Implementation Projects:  Realizing a return on your investment]] '''**Newly Added Session**'''
* [[So You’ve Been Drafted – the Accidental Technology Project Manager]] 
* [[Writing an RFP for a web project]]
* [[Online Collaboration Tools]]: Communicating with the Project Team and Tracking your project milestones and deliverables
* [[Managing 3rd-party software implementations]]
* [[Managing technology volunteers]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 2

* [[Managing Risks Before the Implementation Begins]] '''**Newly Added Session**'''
* [[Managing Nonprofit Software Development Projects]]
* [[Web Site Redesign: How to do it Right]]
* [[Managing demands from internal stakeholders]]
* [[Managing Drupal Web Projects]]
* [[Managing Multi-organizational Projects: What Works Best?]] '''**Newly Added Session**'''
* [[Selling the Benefits of Project Management]] '''**Newly Added Session**'''

'''16:30''' Closing Circle

'''17:00''' Happy Hour
* Location To Be Announced

=== Tuesday, 9 February 2010 -- MNTP DC 2010, Day 2 ===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[Project Management Peer Assists]]

'''10:45''' Break

'''11:15''' Morning Sessions 2

* [[Managing Salesforce.com Implemenations]] '''**Newly Added Session**'''
* [[Solution Architecting:  What to do when the solution isn't obvious]] '''**Newly Added Session**'''
* [[Managing Expectations: Avoiding surprises halfway through your project]]
* [[What Should a Web Site Cost?]]
* [[Client Perspective on Software Development Projects]]
* [[The convergence of architecture and content]]
* [[Managing the Development of Customized Joomla! Websites]]
* [[Leveraging Technology:  How to merge Nonprofit culture with cutting-edge data solutions]] '''**Newly Added Session**'''

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:00''' [[Tool Mapping]]

'''13:30''' [[Software Bazaar]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 
* [[Managing Consultants and Dealing with Vendors]]
* [[Methods in Selecting Software]]
* [[The Politics of Project Management]]
* [[Project Failures: Identifying and Mitigating Potentials Risks]]
* [[Agile Ways to Develop Joomla! Extensions]]
* [[Managing Database Projects]]

'''16:30''' Closing Circle - Take Aways

* [[Brainstorm]]

== Other Session Candidates ==

The following sessions have been offered at past MNTP events, and will be added to the agenda as interest and facilitator availability dictate. Feel free to add your ideas!

* Assessing and Redesigning Web Sites
* The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When
* User Testing
* Managing Custom Database Projects
* The Art and Science of Defining Scope
* Product Management for Nonprofit Software
* Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself
* Implementing an Existing Database Software or Service
* Migrating to Salesforce.com: One Organization's Story</text>
    <sha1>dee8fdbaa6c20b107c64d709b091152ef710946f</sha1>
  </revision>
  <revision>
    <id>588</id>
    <parentid>587</parentid>
    <timestamp>2016-01-14T18:04:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4355" xml:space="preserve">This is the current agenda for MNTP-DC, taking place 8-9 February, 2010. 

Sessions listed below are subject to change, but we'll make sure to cover any topics participants want covered. Some sessions may be offered more than once where participant interest dictates. The agenda will be collaboratively evolved by participants in the time leading up to and during the gathering.

Have ideas for what we should discuss at the event? Put them on the '''[[Session Ideas]]''' page, and we'll weave them in!

Sessions will be led by a fantastic set of '''[[Event Facilitators]]''', and we invite all participants to consider facilitating sessions as well.

=== Monday, 8 February 2010 -- MNTP DC 2010, Day 1 ===

'''9:00''' Opening Circle and introductions

'''10:15''' [[Opening Discussions - Project Management Principles]]

* [[PM Principles - Introduction to Project Management]]
* [[PM Principles - Web Site Essentials]]
* [[PM Principles - Software and Database Development]]

'''11:30''' Break

'''11:45''' Agenda Discussions
* Agenda planning break-outs, to refine pre-event agenda. Participants will encouraged to add topics they specifically want to focus on.
* [[Interactive Agenda Clustering]]

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:30''' Afternoon Sessions 1

* [[Implementation Projects:  Realizing a return on your investment]] '''**Newly Added Session**'''
* [[So You’ve Been Drafted – the Accidental Technology Project Manager]] 
* [[Writing an RFP for a web project]]
* [[Online Collaboration Tools]]: Communicating with the Project Team and Tracking your project milestones and deliverables
* [[Managing 3rd-party software implementations]]
* [[Managing technology volunteers]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 2

* [[Managing Risks Before the Implementation Begins]] '''**Newly Added Session**'''
* [[Managing Nonprofit Software Development Projects]]
* [[Web Site Redesign: How to do it Right]]
* [[Managing demands from internal stakeholders]]
* [[Managing Drupal Web Projects]]
* [[Managing Multi-organizational Projects: What Works Best?]] '''**Newly Added Session**'''
* [[Selling the Benefits of Project Management]] '''**Newly Added Session**'''

'''16:30''' Closing Circle

'''17:00''' Happy Hour
* Location To Be Announced

=== Tuesday, 9 February 2010 -- MNTP DC 2010, Day 2 ===

'''9:00''' Opening Circle

'''9:30''' Morning Sessions 1

* [[Project Management Peer Assists]]

'''10:45''' Break

'''11:15''' Morning Sessions 2

* [[Managing Salesforce.com Implemenations]] '''**Newly Added Session**'''
* [[Solution Architecting:  What to do when the solution isn't obvious]] '''**Newly Added Session**'''
* [[Managing Expectations: Avoiding surprises halfway through your project]]
* [[What Should a Web Site Cost?]]
* [[Client Perspective on Software Development Projects]]
* [[The convergence of architecture and content]]
* [[Managing the Development of Customized Joomla! Websites]]
* [[Leveraging Technology:  How to merge nonprofit culture with cutting-edge data solutions]] '''**Newly Added Session**'''

'''12:30''' Lunch

* Participants are strongly encouraged to dine with those they have not yet met

'''13:00''' [[Tool Mapping]]

'''13:30''' [[Software Bazaar]]

'''14:45''' Break

'''15:00''' Afternoon Sessions 
* [[Managing Consultants and Dealing with Vendors]]
* [[Methods in Selecting Software]]
* [[The Politics of Project Management]]
* [[Project Failures: Identifying and Mitigating Potentials Risks]]
* [[Agile Ways to Develop Joomla! Extensions]]
* [[Managing Database Projects]]

'''16:30''' Closing Circle - Take Aways

* [[Brainstorm]]

== Other Session Candidates ==

The following sessions have been offered at past MNTP events, and will be added to the agenda as interest and facilitator availability dictate. Feel free to add your ideas!

* Assessing and Redesigning Web Sites
* The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When
* User Testing
* Managing Custom Database Projects
* The Art and Science of Defining Scope
* Product Management for Nonprofit Software
* Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself
* Implementing an Existing Database Software or Service
* Migrating to Salesforce.com: One Organization's Story</text>
    <sha1>09e46de954cd524851590ea3db903848ff856b09</sha1>
  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Event Agenda Guidelines</title>
  <ns>0</ns>
  <id>51</id>
  <revision>
    <id>589</id>
    <parentid>101</parentid>
    <timestamp>2016-01-14T18:06:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <format>text/x-wiki</format>
    <text bytes="1851" xml:space="preserve">The following are some general comments about how we'll run the agenda at MNTP:

* Our goal is to get each participant the answers and the understanding they need in order to be better technology project managers. The ultimate goal of the event is to strengthen a community of practice among Nonprofit technology project managers, and engender collaboration and dialog that sustain long after 11 January. 
* The agenda is malleable. Sessions may be moved around to accommodate requests by both participants and facilitators, and...
* We'll use part of the first morning to let participants discuss the agenda, and request additional sessions to be offered. 
* Sessions are designed to be highly interactive. You won't see any panels or keynotes at MNTP, and presentations will be short and intended to spur discussion. Facilitators understand that their primary goal is to enable learning, address questions, and support peer sharing. Bring your questions, and your knowledge to share!
* We'll use the wiki at the event to capture notes from each session. We welcome your contributions to the wiki. (if you aren't familiar with wiki's, please see http://en.wikipedia.org/wiki/Wiki) 
* Use of laptops and cellphones during sessions is strongly discouraged: we encourage all participants to be fully present in sessions and discussions, rather than multi-tasking on email etc. We invite participants to use the morning and afternoon breaks, as well as the lunch hour, to check in with external realities.
* We also discourage "drop-in" participation for 1 or several sessions; the event format is highly collaborative, and full participation by all is a key to successful event outcomes.
* If there is a session or discussion you would like to facilitate, feel free to be in touch with me or the other organizers, we'd love to hear what you're thinking.</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>Event Logistics</title>
  <ns>0</ns>
  <id>53</id>
  <revision>
    <id>590</id>
    <parentid>105</parentid>
    <timestamp>2016-01-14T18:09:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3390" xml:space="preserve">Below are some important updates, please let us know if you have any questions!

# Venue -- Address, Map and Directions
# Daily Schedule (9:00 am sharp start time, registration opens at 8:30 am)
# Participant List (opt-out information)
# Display Tables and Materials
# Payment for MNTP
# MNTP Agenda
# Post-MNTP Socializing
# Accommodations and Transit
# Contact Info for Questions

'''1. Venue''': Managing Nonprofit Technology Projects will take place at:

Thurgood Marshall Center
1816 12th Street, NW
Washington, DC 20009

Map/Directions Link: http://tinyurl.com/6muvkj

Our on-site contact phone numbers will be 415.216.7252 (Gunner).

'''2. Daily Schedule''':  Our morning plenary will start promptly at 9:00 AM.

Registration, continental breakfast/coffee, and socializing will start at 8:30 AM

Please arrive promptly and be ready to start at 9!

Sessions will run until 5:00 PM each day. Lunch will be served on both days at 12:30 PM.

'''3. Participant List''':  We would like to provide you with a list of everyone attending Managing Nonprofit Technology Projects. We know this will be an excellent way for you to keep track of the many wonderful people you'll meet, but we also want to respect everyone's privacy preferences.  

If you prefer that we do NOT disclose your basic contact information (name, organization/affiliation, URL and email address only), please let us know at info@aspirationtech.org. We will announce this again at the event, and will not distribute the contact list until the week after the gathering.

'''4. Display Table for Materials''': We will have some space available for you to display any materials, organizational flyers, or literature for projects you are involved in.

PLEASE PLAN to take home undistributed materials at the end of the event!

'''5.  Payment for Managing Nonprofit Technology Projects''': If you have not officially '''[https://salsa.democracyinaction.org/o/300/event/checkOut.jsp?event_KEY=51455 registered]''', submitted payment, or made other arrangements to cover your registration, please do so now.  Because registration is very likely to sell out, we will be unable to accommodate walk-ins without registration.  If you have not submitted payment, please bring your check to us at the event or pay online. We appreciate your cooperation and thank you!

'''6.  Final agenda''': We are making last confirmations for the event agenda and are coordinating with all of you who have so generously offered to share your knowledge and expertise as facilitators.  We will send a separate email regarding details of the agenda and invite your feedback and additions.

'''7. Post-Event Socializing''':  On Monday evening, we'll adjourn for drinks immediately after we close at 5pm. We are confirming our reservation with a pub near the venue, and will give you details at the event.

'''8. Accommodations and Transit''': Basic links and information on some accommodation options are available at 

http://www.aspirationtech.org/events/mntp-dc/accommodations

Participants can use the Metro to get to the Thurgood Marshall Center by taking the Green or Yellow lines to the U Street/African-Amer Civil War Memorial/Cardozo stop.

'''9. Contact info:  If you have any questions in the meantime, please do not hesitate to be in touch. We can be reached at 415.839.6456 (Mike), 415.216.7252 (Gunner), or email info@aspirationtech.org.</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>Final announcements</title>
  <ns>0</ns>
  <id>54</id>
  <revision>
    <id>591</id>
    <parentid>107</parentid>
    <timestamp>2016-01-14T18:10:35Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="681" xml:space="preserve">* Participants list will be distributed, you can opt out in advance.  
* Guidelines for using email list.
* Wiki will be kept up to date. Articles will come out of this information. If you have interest in helping writing these articles, let us know. 
* We strongly encourage you to join the mailing list. Post project management challenges you are facing, and let the group give you ideas.
* If you blogged about the event, forward the link to us.  Use the tags for pictures in flickr, del.icio.us etc. mntp, aspiration, aspirationtech, idealware
* Tom and Jerry's. 288 Elizabeth Street. Drinks!  Take the 6 from Park to Downtown, 4th stop.  Google map:  http://tinyurl.com/347489</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>60</id>
  <revision>
    <id>592</id>
    <parentid>461</parentid>
    <timestamp>2016-01-14T18:13:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6485" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc.

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>Leveraging Technology: How to merge nonprofit culture with cutting-edge data solutions</title>
  <ns>0</ns>
  <id>63</id>
  <revision>
    <id>593</id>
    <parentid>125</parentid>
    <timestamp>2016-01-14T18:14:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <format>text/x-wiki</format>
    <text bytes="771" xml:space="preserve">'''Facilitated by Maya Krishnan, Technology Specialist, Horton's Kids'''

=== Description ===

If Nonprofits have so much to gain from improved IT, why are many of them still using outdated methods?  This session shares the experiences of Horton’s Kids, a Nonprofit that has recently redefined its relationship with technology by extensively customizing a Salesforce database to reflect its mission and culture.  Horton’s Kids has found that even the most technically advanced data management system can fail if it does not reflect the Nonprofit’s mindset and structure.  A representative from Horton’s Kids will provide advice for Nonprofits struggling to improve their data management through technology.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>68</id>
  <revision>
    <id>594</id>
    <parentid>453</parentid>
    <timestamp>2016-01-14T18:21:58Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7319" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

Eric asks for a go around on what our database experiences have been.

Eric throws out a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. security is also often a huge concern because sensitive data.

Eric asks us to tells some stories about security trouble.  Tanya tells us about an experience at moveon, like rate limiting access to data.  Eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

Tom suggest that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

Eric ask how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how realistic their estimates are.   Ian asks, how do we gauge for the unexpected, no one seems to know.

Melinda talks about the fact that people don't expect thing to be on time exactly.

Tanya talks about her hope that you will tell her rather than pretend since she might then decide to scrap that feature.

Tom suggest that prioritizing things is super important to that and being clear about what is possible.

Anna talks about her engineers want for good detailed descriptions.  

Eric talks about estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

Mark talks about good introduction planning and approaching scope as a good intro planning phase.  

Ian tells stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

Hanna talks about using the trade off, making sure that people know that features are often a trade off.  as well as identifying what is core functionality.

Eric suggests over delivery and under promise.  

Debbie suggests that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

Eric suggests a todo list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

Melinda says a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularly can be very hard because the testers are busy.

Eric talk about ways to model the idea as a test.  Ian says you are testing the person not the code.  

Tom talks about the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

Hanna talk about making them think through all the reports, making them think about what output or report they will want early on.  

Tanya suggests that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

Eric asks us about communication styles.

Bergan talks about doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

Hanna suggest a weekly email report of what people are doing.   Catherine talks about using instant messenger or basecamp to keep up really up to date in the moment.

Mike talks about using the application campfire.  

Eric talk about always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

Tom talks about the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

Bergen suggest that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

Tanya asks what kinda language you would use to describe the project.   

Eric defines RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 


Tanya asks what is scope.  Tom answers that it is a very detailed description of the project. 

Anna talks about scope docs as being really detailed down to each page.

Mark talks about specs as being more about the actually technical requirements, what technical things need to happen. 

Eric talks about a spec as being rewritten by contractors and developer as a part of any process.

Tom says that scope is implementation path while spec is more a general itemized list of technical points.

Eric says know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

Anna, talks about training and documentation as being an important part of ending the project.

Eric suggest that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

Anna talk about how projects never really end because people can always think of something else they might want.

Tom talks about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

Eric asks us to talk about data migration challenges and ideas.

Folks talk about the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 

Eric talk about data clean-up and how it's a partnership to clean the data.

Anna asks folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.

Tanya suggests a contest to get staff to do tedious things, like giving away iphones for uploading data</text>
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<page arvcontinue="20160114005633|558">
  <title>Managing Multi-organizational Projects: What Works Best?</title>
  <ns>0</ns>
  <id>72</id>
  <revision>
    <id>595</id>
    <parentid>145</parentid>
    <timestamp>2016-01-14T18:24:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="4864" xml:space="preserve">'''Facilitated by Mike Krejci, Director of Technology and Web Development, National Institute on Money in State Politics'''

=== Description ===

Managing projects within a single organizations can be a well-defined process, with project managers able to plan out a course and set tasks and goals. But how do you manage a project where you have no authority for a portion of it, as part of it relies on one more other organizations? When two organizations come together with their unique resources, to combine them into yet a third unique outcome, what are best practices for managing such a collaboration? Is it preferable to have two project managers, one for each organization, or should a single project manager be identified and given multi-organizational authority to set tasks and goals. Recently Mike had such a project and while it was completed, it was not as smooth a road to travel as it could have been. Mike will layout the basic foundations of this project, and outline some of the pitfalls we encountered, but the primary focus of the session will be to have an open discussion on what are the best methods to manage such a project, and what are any real world examples anyone has seen between two, or perhaps even more, organizations working together on a single project.

Managing Multi-organizational Projects: What Works Best?

I run the IT department for a non-profit organization called The National Institute on Money in State Politics (www.followthemoney.org).  In short, we collect the campaign finance donations given to candidates and committees on the state level for all 50 states and standardize and categorize the donations by industry.  There is another non-profit organization called The Center for Responsive Politics (www.opensecrets.org) that collects and standardizes the campaign finance information at the federal level.  Recently a funder financed a joint project of both our organizations, and that was to combined contributions at both the state and federal levels and identify the top 10,000 combined national donors.  The final results of this work can be found here http://www.followthemoney.org/database/top10000.phtml and here http://www.opensecrets.org/orgs/index_stfed.php

While the directive seemed a simple one, it is in fact a very labor intensive project.  We had to first make sure that our Company A is the same as their Company A.  This in itself is a difficult task as in many cases you are working with individuals that work for Company A, which is actually a subsidiary of Company B.  We then needed identify who the top donors were when adding both levels of data together.  It may be that one organization had a lot of money given on the federal side, but perhaps only one record on the state side.  It was small enough on the state side that the record never really researched or standardized, so those records then needed added man power, on both sides, to identify and add into the top contributors. A final product then had to be develop that was appropriate for each sides individual web site.  This, in a very summarized version, was the project at hand.

In laying this project out, a single project manager, or point person, was never created and each side had their own project managers to work with each other and with the other departments of each organization.  IT was not the only department involved as researchers and communications had to be involved.  We would have conference calls to discuss direction and identify tasks needing to be done, then each organization would go and work on their components, coming back together at scheduled intervals to determine progress and if new courses of actions were needed.  Of course this work, and in the end created a very useful and powerful tool on both web sites, but it was not as smooth a process as we believe it could have been.  There were a few cases of each side doing things different then the other was expecting, and even right at the start there was a misunderstanding of the project definition as a whole, causing both organizations to initially develop in separate directions, without realizing it.  This of course caused a few delays and a few points of frustration for all involved.

Not belabouring on the case project, the important question I would like to present here is how would you organize such projects?  Would you select a single point project manager on each organization and have only those project managers interface the project together?  Could one person have cross organizational authority for such a project?  How would your organization have handled this?  Have you ever had a single point cross organizational project manager, and if so, how was authority laid out?  These are the questions I would like to explore and hopefully, together, we can come out with a working set of solutions to go home with.</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>73</id>
  <revision>
    <id>596</id>
    <parentid>147</parentid>
    <timestamp>2016-01-14T18:25:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="567" xml:space="preserve">=== Description ===

While a best practice for Nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most Nonprofits, and too often Nonprofit Software Development Efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Managing demands from internal stakeholders</title>
  <ns>0</ns>
  <id>77</id>
  <revision>
    <id>597</id>
    <parentid>155</parentid>
    <timestamp>2016-01-14T18:27:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="546" xml:space="preserve">=== Description ===

There are plenty of moving pieces in any Nonprofit Technology Project. But often one of the most vexing challenges is properly managing the needs and wants of stakeholders within the organization for whom the project is being implemented. This session will cover best practices for engagement, gathering input, transparent project operation, creating alignment (and coping when it's not possible), and other aspects of setting expectations and managing communications.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Managing technology volunteers</title>
  <ns>0</ns>
  <id>78</id>
  <revision>
    <id>598</id>
    <parentid>157</parentid>
    <timestamp>2016-01-14T18:28:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="894" xml:space="preserve">=== Description ===

Many are the Nonprofits who have been approached by well-meaning technologists volunteering much-need services and skills, including web site programming and IT support. But all too often, those same organizations don't understand how to manage tech volunteers, and how to "right size" and properly specify volunteer tasks and projects. In addition, tech volunteers often fail to understand the unique and resource-constrained nature of Nonprofit Technology Requirements, and make inappropriate recommendations and selections.

This session will enumerate best practices for engaging and managing technology volunteers, and will discuss how to get the most out of tech volunteers without overtaxing their good will. Participants will be encouraged to share their real-world volunteer challenges for group discussion.

== Session Notes ==

Session notes will be posted here.</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>83</id>
  <revision>
    <id>599</id>
    <parentid>467</parentid>
    <timestamp>2016-01-14T18:33:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9374" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even though a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone through. 

Not worked with Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 
Figured out: 
1-	organizational priorities re dbase uses. Overall and specifically. 
2-	Less data entry. 
3-	Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 
4-	Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people tru website. 
5-	Import from excel spreadsheet. Import into dbase. 
6-	Need to track relationships between people (Board to Foundation trustee, eg).
7-	Manage regular donations, monthly recurring donations. 
8-	Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 
9-	Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 
10-	Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 
11-	Enterprise level. 

Customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mail merge. 
Browser based. 
Activity history. Log a call, mail merge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to Salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call Salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HA's
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking through the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>Navigating internal politics and relationships</title>
  <ns>0</ns>
  <id>85</id>
  <revision>
    <id>600</id>
    <parentid>414</parentid>
    <timestamp>2016-01-14T18:34:22Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3854" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

&lt;br&gt;In non-profit sector - degree of emotional involvement in the work is more intense than corporate work
&lt;br&gt;Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
&lt;br&gt;Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
&lt;br&gt;People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
&lt;br&gt;Having a decision maker that does not understand technology causes a lot of extra work
&lt;br&gt;Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
&lt;br&gt;Forces PMs to think carefully about projects and what they are doing
&lt;br&gt;Rephrasing things in layman's terms can help PMs fully understand the project/technology
&lt;br&gt;Need to communicate the changes fully to decision makers so they care/are interested in trainings
&lt;br&gt;Personal training sessions for technophobes help them understand technology the way they need to

&lt;br&gt;Managers that "think" they know a lot about technology - challenging, annoying
&lt;br&gt;Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
&lt;br&gt;Why? is always a useful question - why is it needed? what is the purpose?
&lt;br&gt;Delegate right back to person who requests things - ask them to document what they want and often it won't happen
&lt;br&gt;Who is going to maintain cool, new ideas in the organization?

&lt;br&gt;How to have conversations about technology with people who are scared of it
&lt;br&gt;Point to concrete outcomes - time saving, money saving, money making
&lt;br&gt;Stress in dealing with anything technological
&lt;br&gt;Lure people into participation with simple explanations and technical implementations
&lt;br&gt;Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
&lt;br&gt;"Hot swapping is like working on a plane when its in flight"

&lt;br&gt;Wanting more involvement from higher ups but not getting it
&lt;br&gt;Iterative production for projects where there is not a lot of direction - expect changes
&lt;br&gt;Don't become too wrapped up in the dysfunction and withdraw
&lt;br&gt;Need to have a positive attitude or move on

&lt;br&gt;"Planned vs. emerging projects"
&lt;br&gt;Articulate costs so everyone understands the costs of random projects that come up
&lt;br&gt;Pressure for web-based projects - everything needs to be web-based
&lt;br&gt;Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
&lt;br&gt;Establish strong boundaries - give people rules to follow when working with you
&lt;br&gt;"Become the constant buzz-kill" to people's last minute project ideas

&lt;br&gt;Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments
&lt;br&gt;There are some people you have to circumvent

&lt;br&gt;How to get everyone involved in an IT project - even if they're not interested
&lt;br&gt;Feed them to get them involved in training/testing
&lt;br&gt;Logmein.com - website with shared desktop tools to help train remote people
&lt;br&gt;You may need to try different things to get them involved - face to face interaction
&lt;br&gt;Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
&lt;br&gt;Educate end users to ease anxiety
&lt;br&gt;A picture is worth a thousand words
&lt;br&gt;Understand that you have to become the constant buzz kill to "emerging projects"
&lt;br&gt;Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Agile Project Management</title>
  <ns>0</ns>
  <id>88</id>
  <revision>
    <id>601</id>
    <parentid>415</parentid>
    <timestamp>2016-01-14T18:36:59Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4064" xml:space="preserve">=== Description ===

What's the difference between project management methodology and software development methodology? What's the difference between (so-called) "traditional" project management and agile project management? When the Agilists today talk about traditional project management, don't they really mean ''bad'' project management? Can traditional project management be good (and if it is, it is agile)?

In this session we will: 

* Talk about the difference and overlaps between project management methodology and software development methodology
* Talk about some of the perceived and some of the very real differences between traditional and agile project management 
* Share experiences using agile methods to manage software development projects

=== Session Notes ===
Agile Project Management

Defining terms: Agile vs. Traditional (Waterfall)
Read the “Agile Manifesto” – the defining document written by software developers.

Some qualities of an Agile method:
* Agile does not mean early launch. 
* More about simplifying the process, evaluating as you go.
* No large document/budget to sign off on at the start. 
* Requirements are modified as you go.
* Decisions are made on an ongoing basis
* Stories (as a unit of measurement) rather than requirements. Stories reconnect the client with the overarching goals.
* Certain amount of stories per iteration (phase).
* Bill by time/materials.
* After iteration, re-evaluate priorities and move to the next specification/iteration (collection of stories).

Books:
* Agile Software Development
* Managing Agile Projects, by Sanjiv Augustine
* Agile Project Management Using Scrum

Discussion of SCRUM (one way to use Agile): 
Teams of developers who come together every day to ask, “What did we do yesterday, what will we do today, and what stands in our way?” Plan “sprints” (iteration) of thirty days. Assign “points” to each story – more points for more work – and decide how many points can be finished. Large stories are called “epics” and are divided into smaller stories. Deliver and test at the end of each iteration. Client representative is involved in the process so they can give immediate feedback. Revisit priorities. Decide on next sprint.

Concerns about Agile:
* How do you deal with budget? Yes, this method is problematic with a fixed price. But you can still do an overarching document at the start so you can track money – put it on a wiki and revisit it often. Can be revised, not written in stone, but still important to have a general sense of how much money is left. Lessens chance of “scope creep” or going overbudget – constant re-evaluation.
* How do you manage client anxiety? They do need to trust you.
* Client has to be more involved. Gather stories, be available for questions from developers.
* What about documentation? It is still important, but everything is not specified to the letter.

Two members described their experience working on traditional project, working in a general agile style, and using the scrum method.

Discussion of Extreme Programming (another way to use Agile):
* Team up developers so one is coding and the other is testing, helping, etc.
* Doesn’t cost more, can save money.

Sometimes when people refer to traditional/waterfall methods, they really mean “bad” traditional method. There can actually be a middle ground. More about changing the terminology and expectations. More about delivering value.

Importance of “soft skills” when using this method. Need to be positive, encouraging. Lots of face time, etc. 


AH-HA's
* PM vs Software development – they are very different.
* There are less differences than you might think before the traditional and agile methods. Can still do work breakdown process and have a budget. More about a different way to look at the same thing. Focus on process and value. Connect back to intangible goals/mission.
* Simply doing things in chunks is a revelation.
* Things can be changed later!
* Really just admitting that you can never control scope.</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>89</id>
  <revision>
    <id>602</id>
    <parentid>463</parentid>
    <timestamp>2016-01-14T18:39:59Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11679" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org's see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
	if they have a point of PAIN, they will come to site
	if they have a PASSION about your issue, they will come to site 
2 f’s
	if they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
	if they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA
How can we get qualitative data from users 
GUNNER:
call people about your website
do you use page x (most popular page)
why do you use it
what else would you like to see on it
what else do you look at that is similar

check out clickthrough’s on e-newsletters
look at it over time 
look at phrasing 
look at content/subject matter
tells you what people respond to in messaging and in your work
NORMAN:
Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
Check out 404’s - tells you what links aren’t work AND what people WANT to look at
MANAGE your info account, be sure that someone is able to respond - it’s 
“DEVELOPING PASSIONATE USERS” - Kathy Sierra
people like to be loved, to be listened to, keep talking to the people and cultivate the people who 
Stay close with advisor’s, get their feedback on new things

JED
Acknowledge users, 
fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users
e.g., Zagat’s initial site, reaching out to specific needs via their search
Know who your users are - how many people are using it to different things (donors, knowledge seekers etc.)
Purpose driven vs. Curious users
Purpose-driven will come see it regardless 
Curious user who has heard about your issue or your org and is curious
needs navigational guidance, your opportunity to cultivate someone new
They need more help

GUNNER:
you can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
we want to use the web to increase our donor base
what makes the passionate people not just look but also donate

JED
Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER
call everyone on the phone that has donated on line and thank them
be sure to respect their privacy preferences
find ways to ask them why they decided to give you money
Software to analyze click-throughs - traffic analysis
Clicktrax
A software that reads clicks with heat visual 
AWstats doesn’t really understand paths
Other softwares analyze paths

You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
should try to build different kinds of user experience for different users
we’d be silly to think that you can talk to everyon the same way

Gunner:
$ a month pitch - start at  a $ a month, then ramp them up

JED
ASPCA did it and made 1/2million quickly

GUNNER:
build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:

Emotion to get people to donate

Heather
webpages for different audiences as a possibility
it’s a huge amount of work, to create content, manage site so we haven’t done it

STEVEN
if we have opportunities to do them, it would be great but will add to cost of site
make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
pitch to people who have already donated once, they should be on a newsletter
email is cheaper and effective for gathering donations

re: analytics look at how long they stay on a page, if a huge number of people come from google etc. and they only stay a short time, then they aren’t finding the info they need


TALLY:
Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
Will talk more tomorrow morning, but here is basics:
Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla!, Plone)

JED:
Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
IF you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong because it’s easily taken over

JULIA:
Go out and ask them - how do we do it?
Send emails about different points of web design project to get their feedback

GUNNER:
and be sure to send them love - build mediated trust relationships
map people’s contributions into outcomes - they will appreciate it.

JULIA:
But you solicit input but at some point you decide not to take some input

GUNNER:
Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
Be sure that you know who you’re sending it to as well - don't dismiss feedback from board member of spouse, for example! 

GUNNER:
Be sure to get people that are passionate and on your side


JULIA:
Balance between listening and making decisions 

BILLY:

Creating customer evangelists (book) - I’ve learned from building little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:

We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?


GUNNER:
“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
Think of site in 2 ways - storefront - change the look
set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
You may alienate people by doing redesign 

STEVEN:
Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
Decoupling your feedback for design vs. for content
get feedback on content FIRST then design
Give text only website to check out content and architecture - validate your site not your designer.
ONce that works move to design phase

JULIA:

The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.


JULIA:
Can we talk more over the next few days about data tools? 

GUNNER:
Colin as a resource. I try not to 

JED:
You’ll need someone to ask the right questions and help you interpret it.

JULIA:
What data can I get? What will the data tell me?
STEVEN:
Google analytics - free, ask someone to help you go over stats with you
GUNNER:
be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Process, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, practical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clearly in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Brainstorm</title>
  <ns>0</ns>
  <id>90</id>
  <revision>
    <id>603</id>
    <parentid>181</parentid>
    <timestamp>2016-01-14T18:41:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1260" xml:space="preserve">*Reopen the wiki on a month or two to follow up on stories that were put into practice
*Reconvene at other venues, cities, major gatherings
*Web conferencing software for online demos of tools

*Virtual meetings in second life
*Establish a series of trainings, not see this as a meeting but establish a fellows programs
*Establish a mentoring program to connect persons with different experiences to help diff

*Lists of people who attended, photos, services that they need, competencies, services that they provide
*Mailing list opt out instead of opt in
*Face to face informal meetings, use meetup tools, check in with other people in between larger meetings

*Online project management puzzler of the week
*Regional meetup

*Community bulletin board, 1 thread about use of specific  technology. 
*501 project managers club. 
*On the existing wiki, add topic based spaces, so conversations that can be useful after the event can be transfered as topics
*Facilitate quaterly regional meetings as capacity buildings

*Mentorship program
*Online forum where people can post problems and get responses
*Grant money to take this on the road, smaller organizations can attend
*More documentation, more training, more resources that perhaps we can post to the wiki.</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Collaboration and Management in Cross-Departmental Web Projects</title>
  <ns>0</ns>
  <id>92</id>
  <revision>
    <id>604</id>
    <parentid>185</parentid>
    <timestamp>2016-01-14T18:43:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8006" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see Nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 yrs in Further Education, 8 yrs consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting Nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buyin up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buyin. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no toolkit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal toolkit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Collaborative Tools</title>
  <ns>0</ns>
  <id>93</id>
  <revision>
    <id>605</id>
    <parentid>513</parentid>
    <timestamp>2016-01-14T18:43:58Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4152" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  user adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  one question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
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  </revision>
</page>
<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Final announcements</title>
  <ns>0</ns>
  <id>97</id>
  <revision>
    <id>606</id>
    <parentid>195</parentid>
    <timestamp>2016-01-14T18:46:22Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="681" xml:space="preserve">* Participants list will be distributed, you can opt out in advance.  
* Guidelines for using email list.
* Wiki will be kept up to date. Articles will come out of this information. If you have interest in helping writing these articles, let us know. 
* We strongly encourage you to join the mailing list. Post project management challenges you are facing, and let the group give you ideas.
* If you blogged about the event, forward the link to us.  Use the tags for pictures in flickr, del.icio.us etc. mntp, aspiration, aspirationtech, idealware
* Tom and Jerry's. 288 Elizabeth Street. Drinks!  Take the 6 from Park to Downtown, 4th stop.  Google map:  http://tinyurl.com/347489</text>
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</page>
<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>99</id>
  <revision>
    <id>607</id>
    <parentid>518</parentid>
    <timestamp>2016-01-14T18:47:14Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4706" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

Interface between project and IT departments

Feeling responsible for the growth of the whole field

Figuring out what people actually want (needs assessment)

Different types of personalities on the team

Politics interfering with the management of the project

Corporate refugees adjusting to the culture of non-profit

The many hats one project manager has to wear

Not enough systems thinking

Feeling overwhelmed

Scope changes in the middle of the project

	-How to prevent?

	-How do deal?

Competing interests

The accidental PM

Split between techies and non-techies

Immediate demands vs. best practices

Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

Collaborating with others

Solutions for dealing with non-profit culture

Some high-level technology training for the upper management


Tools:

Magic 8-Ball

Base Camp

Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

Communication

Managing expectation

Defining ownership

Empathy 

Customer Service

Assume that there is going to be a crisis.  The test is how you handle it.

Anything is possible</text>
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<page arvcontinue="20160114005633|558">
  <title>NewYork2008:Interactive Agenda Clustering</title>
  <ns>0</ns>
  <id>100</id>
  <revision>
    <id>608</id>
    <parentid>419</parentid>
    <timestamp>2016-01-14T18:54:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7656" xml:space="preserve">Clusters:

Remote teams
*How to manage remote teams effectively
*Managing projects from multiple locations
*Managing teams across distances
*How to manage distant clients

How do I rescue a failed project?
*Dealing with problems within projects
*Being a "rescue swimmer" for a failed project
*How to deal with failed projects that are not your fault
*What to do when you inherit someone else's project

Software Development:
*Project management in software development
*How to plan for and determine scalability of projects functionality
*What happens after close launch or phase
*After the launch, project management part deux
*How to get people in organization to take responsibility of updating website
*Projects that wont close:  when to call it quits

Embracing Risk:
*Accepting the existence of risk and planning to handle things that may go wrong and mitigate their effects

Web Design:
*True or false 2-3 clicks tops to get info on site
*Best practices in web navigation and architecture, what gets cut

Values:
*Cultural politics and prejudice within a team, tech vs. non-tech, age, female, male
*How to facilitate education, buy in and shared goals
*How can technology align right on organization mission
*Balance the client satisfaction with my vendor sense of what is good (a good outcome)
*Communication between tech people and program people
*How to convince non-profits that project management techniques are worthwhile
*How to deal with organization politics and personalities
*Managing expectations in-house: how to manage a supervisor who does not have technical knowledge and unrealistic expectations?

Resources:
*What are the best practices in scaling up a social networking website
*Managing projects as an accidental team, low tech skills
*Get strategies for project costing
*Managing projects as an accidental project manager
*What are the top resources website of the topic of website project management

Tools:
*Project management communication, best practices and tools for collaborations
*What people are using to manage projects
*Basecamp vs. sharepoint vs msproject
*What skills/tools are useful for managing multiple projects at once
*Wiki based project management, enhance collaboration, efficiency, communication, better documentation
*How do people use mind mapping
*What tools are people using out there? esp. for virtual teams

Money:
*How do I convince a client to pay for testing
*Is it ok to charge NGOs market rate for something I've already built?
*Website costs, to build, to maintain, non profit rates
*How to control client communication and how to budget for it
*How to put a price on your time
*How do we use technology to generate revenue for the organization?
*What part of overall project cost should project management consume?
*What percentage of budget should be PM?
*How to create a technology budget and grow it
*Selling founders on investing in ongoing support for technology
*Making the case for long term technology needs of Nonprofits to founders and grant-makers
*How do small non-profits decide which projects they should focus on? prioritize

Scope Creep:
*Concrete solutions for mitigating scope creep
*How do people manage scope creep
*How to plan and manage for scope creep
*What are the dangerous hidden pitfalls of project management

Project Teams:
*Balancing responsibilities between vendor, pm and org pm
*What technical requirements are require to support open source projects
*Building a team considering personalities, strengths and work styles
*How technical does a PM need to be?
*Is there a personality associated with a good PM?
*Are in house IT departments dead?
*Better? in house or outsource, how to decide
*In house tech staff vs. outsourced tech staff
*Should there be more IT service providers in the np sector, is that financially viable?
*How to form and effective project team
*How do we staff projects
*How to deal with make it so supervisors
*Building project teams team personalities iterative vs. one shot
*Gender dynamics in PM 
*What techniques do you use to keep clients and projects on a timeline
*Project evaluation processes
*Juggling multiple roles

Discovery process, planning phase:
*Incorporating technology to the strategic planning process
*How to say no
*When it is time to stop planning and jump in
*Solutions for setting clear expectations
*What goes into the planning phase
*I'd like to know more about how to determine benchmarks for planning and testing phases of web re-design projects
*Big spec, menu or cowboy coding?
*What are good rations between planning, implementation, feedback, management etc.?
*How do you know when to stop initial scope and requirements gathering
*Balancing planning vs. building something quickly
*Lessons from agile project management
*Would like to hear more from folks who've managed more iterative projects (vs. lots of planning and requirements then development)

Communications Issues:
*Diplomacy, accountability and how to ask hard questions
*Communication issues
*How should one manage communication with stakeholders
*Building a long term technology plan in a crisis situation
*How to adequately describe and prepare clients for scope of project
*Solutions for mitigating communication issues
*Talk about ways to get buy in from those difficult, yet key decision makers in projects
*Fad management (ie. we should do one of those blog things)
*How to arrive at consensus around businesses objectives and processes among stakeholders on projects
*How do you achieve consensus throughout an organization.

Organization Culture:
*How do I figure out who's really in charge
*How can PM be used as a tool for organizational change
*How prioritize technology within an organization
*How does one justify PM
*Defining project roles in both organizations and vendor, mutual understanding
*How to introduce technology for tech reluctant people
*Understanding project roles in tech projects
*Managing projects with multiple stakeholders
*Anyone else working on a project where you feel hindered by legacy code, decisions that were made years ago or developers who are protective of their old ideas?
*How to deal with the dynamics of interdepartmental demands
*How to encourage all employees to use all features of applications
*Long  term needs (systems, maintenance) over short term 1 shot projects
*What are strategies for dealing with ineffective, unhelpful project participants
*How to get all levels of organization to learn about technology
*Cultivating a project centric organization
*Sheila mackenzie, says"there are many people in the sector who will bang on about changing the world, who will resist any effort to change the process of their own organization"

Uncategorized:
*Technology is not magic
*Analysing web metrics
*How to streamline manage levels of PM, vendor PM, consulting PM, internal lead
*How to balance multiple projects
*Web content determination, what to keep updated and readily available, what to *archive and what to scrap
*Time management

Buy vs. build vs rent:
*Selecting software tools for the long term esp. if it is just you or few making the decision
*When how often should organizations evaluate and upgrade technology
*Cost savings of easier more expensive software vs. cheaper higher learning curve software

Vendors:
*Common frustrations with vendors
*How can I find a great vendor who understands non-profits?
*How to choose the right vendor
*Who are reputable web hosting vendors?
*How to choose a vendor
*how to manage vendor relationships and problems
*How do you deal with multiple vendors on one project
*Dealing with vendors
*Who are the (dis)reputable domain registrars?</text>
    <sha1>2345f49b9ea87154eb3c3f26bc670c52af50ea9a</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Interactive Software Mapping Exercise</title>
  <ns>0</ns>
  <id>101</id>
  <revision>
    <id>609</id>
    <parentid>203</parentid>
    <timestamp>2016-01-14T19:00:20Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4558" xml:space="preserve">Together, we'll kick off a software mapping process!  We'll encourage everyone to contribute the names of any software packages they're using in the project management process to a "Wall of Software".  With everyone's help in arranging and making sense of the results, we'll form a map of the software that currently in use.

There's a provisional SSC toolbox with most of the tools:  http://socialsourcecommons.org/toolkit/show/848 

Lots of + signs mean lots of repeats. An * means we cannot find this tool on the web.  Help us!

TOOLS

Internally developed custom tools

reports, tracking


14dayz.com

Employee Time Tracking 


Salesforce.com

Tracking opportunities, database


Confluence

Knowledge management, product mgt


FogBug2 

Shared task mgt


Highrise


Doku wiki+

Internal to do lists and roles


Google calendar

Schedule +, timeliness, meeting planning+


Sugar CRM

CRM


Trac ++

Essential, template dev, bug tracking


Demcracy in Action

Email mgt, crm


Act

CRM


Backpackit.com 

Doc sharing, list mgt


IM (Adium) ++++++
Staff communication, intl. comm.

@Task 
Load balancing, resource mgt

Survey monkey
User testing, needs analysis for potential reliability

Open Office Calc +++++
Budget, reporting 

Fireworks
Table structure, interface design

Open Air +
Time tracking, staffing, financial reporting

AIM
IM, informal communication

eTapestry
Donor database

Alcohol
Not a cool tool name . actual booze
Relax

Drupal fireshare groups

Raisers Edge
Event donors, event planning, direct mail

Open Proj
Tracking, schedulig

Eventum
Online event registration, bug tracking, small feature request tracking

Freeconferencecall.com

Rememberthemilk.com
Task Management

Project pier (former active collab)+++
project communication, file share, 

Basecamp +++++++
Discussion archive, only for small projects, emails, to dos, calendars, specs, task management, timelines

MindMap*
Mind Mapping

Freemind
Mind Mapping

Quickbooks

Google groups
Group Writing

picnik.net
Editing photos

Merlin *

Media Wiki

Wiki Spaces
Collaborative editing

Tiki wiki cms/groupware ++
Wiki planning, documentation, task tracker

Photoshop ++++
Design graphics, producing web, making mockups, flow charts, 

Paint
Editing photos

Redmine
Task Management

Gnome planner

Plone wiki and bug tracker
Timeline progress

Jott.com 
Voice to text transcription, universal capture

Skype++++++++
Conference call, project chat and log, IM, communication with developers

Camtasia++
Creating demos, instructional modules

Word +++++++++++
Biz &amp; tech requirements documentation, descriptions, specs, progress nots, product plan, scope question, project plan, documenting scope

Dreamweaver+
Content

Paper+
Design, thinking, task mgment, user testing

Acrobat
Doc management

Power point +++
Communication, demos, presentation, planning

Notepad +++++ *
Tech requirements, html editing, progress notes, tasks, budget, storing code

MS Project ++++
Time management, project planing, basis for communication of project progress to client and stakeholders

Go To Meeting
Screen sharing

Mail (mac) ++
To-dos, communication

Firefox +++++

Microsoft meeting
Meetings and collaboration

Doodle.ch +
Arranging meetings

Sharepoint +
Planning, sharing dcumens, collaborative communications, documntation tables and tracking status

Excel +25
One page project manager, budgeting, timelines, finances, database management, against my will moving to online sysem asap, gantt charting, analysis, resource allocation, progress notes, managing staff and volunteers, planning matrix, tproject contact maintenance, to do items, 

Microsoft Outlook +++++++++
Personal time mgt, task management, sent items, communication, calendaring and planning

Gmail

Symbian/productivity tools on my cellphone *

Plaxo
staff calendars from outlook

Outlook/exchange *
Email, calendars, taskmanager

iCal ++++

SplitBrain *
Documentation, knowledge base

Google desktop
Scratch notes

Connex ++
Document, tasks, calendaring, people mgmt

File maker project mgt
PM, CRM

Vienna
rss, keepin track of research and partners

Numbers

Visio +++++
User plans, process flows, site maps, wirefraims, flowcharts, site maps, project roadmap, workflow chart, 

Central desktop ++
Capacity planning, setting milestones

Google Docs +++++
Collabo docs, budgeting, sharing collaboration, planning, editing, requirement docs, 

Billings 
Time tracking and invoicing

Omni outliner omni graffle ++
Graphic timelines, categorizing, clustering, planning layout, mindmap

Sympa/mpogroups.org
Email lists</text>
    <sha1>e6f481b20556e4dfdd586aa4de4228d667dec868</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>103</id>
  <revision>
    <id>610</id>
    <parentid>423</parentid>
    <timestamp>2016-01-14T19:05:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4824" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?

*A good product

*Match between vendor core competencies and organization needs

*Some personality match between vendor/consultant and organization

*Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

*Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

*Keep a professional relationship with a clear, well-stated contract

*Vendors need to show the same accountability to non-profits as they do with their other clients

*Service level agreements well-defined - on paper

*Web-content ownership defined

*Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

*Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

*Emotional connection between vendor/consultant and organization can cause problems in projects

*Need to have a comfortable working relationship for successful project completion

*Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees

*It is more efficient to work with fewer consultants/vendors for problem resolution and project success

*Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

*Avoid vendor lock-in when possible

*Organizational empowerment

*Vendors like to maintain dependence

*Demand that vendors educate you on the technical set-up in your environment so you can change vendors if necessary

*Make sure you have an exit strategy if the vendor/consultant relationship does not work out

*If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

*Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

*It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

*Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

*Authentic communication between organization &amp; vendor/consultant - communication channels defined up front

*Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?

*Vendor selection - research vendors online, word of mouth with similar organizations

*RFP needs to be as specific as possible with requirements and schedule

*Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

*TechFinder website - vendors/consultants advertise services

*TechSoup.org - good site with example RFPs and vendors that would be good

*Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?

*Communication - tell the vendor early in the process that you are not happy with their services

*Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

*If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

*Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

*Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

*Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

*Face to face meetings help a lot when there are large issues to address

*Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?

*Understand your needs now and how they will grow to ensure you vendor can handle them

*Smaller agencies will provide more personal service but not always the best response


* AH-Ha's 

Communication with the vendor - single point of contact, well defined channels

Find a vendor whose core competency aligns with your core needs

Write a good contract to enforce requirements with a good exit strategy</text>
    <sha1>318bce788280a226794e8a9f7541d0890eb54746</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>104</id>
  <revision>
    <id>611</id>
    <parentid>209</parentid>
    <timestamp>2016-01-14T19:06:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2895" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.
Jim: databases I created are for a specific purpose, Aim to make it as flexible as possible
Norman – some applications you expect to customise to certain degree
Michelle: there are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services.
Significant problems with data management. Nothing out there that was specific enough.
They need to be scalable and customisable.
Build into consideration who could see what. Not sure it’s flexible enough
Jim- a lot depends on who the customer is.
Colin: sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis
Rachel: sometimes not possible
Michelle: support + maintenance issues
Gabrielle: Will there be more users who know how to use tools such as Excel.
You can use Excel to create cool images of your data
Demo graphics of users makes a lot of difference.
Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit.   
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different.
Bespoke: You get to the point where you cannot go back. Before you do that, see what is available.
Need: Advice about linking various applications 
Michelle: a lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits.
Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost?
What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems
2.	Concept of a hybrid model
3.	Before you think about the technology – what is the detailed information and processes that you need.
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>cc76a9728d18d6b4a0184d24b1865bd83ba8a868</sha1>
  </revision>
  <revision>
    <id>612</id>
    <parentid>611</parentid>
    <timestamp>2016-01-14T19:08:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2899" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.
Jim: databases I created are for a specific purpose, Aim to make it as flexible as possible
Norman – some applications you expect to customise to certain degree
Michelle: there are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services.
Significant problems with data management. Nothing out there that was specific enough.
They need to be scalable and customisable.
Build into consideration who could see what. Not sure it’s flexible enough
Jim- a lot depends on who the customer is.
Colin: sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis
Rachel: sometimes not possible
Michelle: support + maintenance issues
Gabrielle: Will there be more users who know how to use tools such as Excel.
You can use Excel to create cool images of your data
Demo graphics of users makes a lot of difference.
Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit.   
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different.
Bespoke: You get to the point where you cannot go back. Before you do that, see what is available.
Need: Advice about linking various applications 
Michelle: a lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits.
Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost?
What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model
3.	Before you think about the technology – what is the detailed information and processes that you need.
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>55e71fe2c26daf274f0f6959ddcee0381c0ce78a</sha1>
  </revision>
  <revision>
    <id>613</id>
    <parentid>612</parentid>
    <timestamp>2016-01-14T19:08:19Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2907" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.
Jim: databases I created are for a specific purpose, Aim to make it as flexible as possible
Norman – some applications you expect to customise to certain degree
Michelle: there are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services.
Significant problems with data management. Nothing out there that was specific enough.
They need to be scalable and customisable.
Build into consideration who could see what. Not sure it’s flexible enough
Jim- a lot depends on who the customer is.
Colin: sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis
Rachel: sometimes not possible
Michelle: support + maintenance issues
Gabrielle: Will there be more users who know how to use tools such as Excel.
You can use Excel to create cool images of your data
Demo graphics of users makes a lot of difference.
Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit.   
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different.
Bespoke: You get to the point where you cannot go back. Before you do that, see what is available.
Need: Advice about linking various applications 
Michelle: a lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits.
Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost?
What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>9ba891f46c2592cd78ed8e98f1e08f6ea50cf276</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>DC2009:Web Site Redesign: How to do it Right</title>
  <ns>0</ns>
  <id>45</id>
  <revision>
    <id>614</id>
    <parentid>584</parentid>
    <timestamp>2016-01-14T19:10:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2930" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO 
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centred design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the organization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.

1.Vision/Discovery&lt;br&gt;
2.Definition and Requirements (functional, blogging capability, ability to register for events)&lt;br&gt;
1.IA, Content, Features, Functionality – Blueprint&lt;br&gt;
2.Analysis of CMS&lt;br&gt;
3.Content development (separate than design by design launch is interdependent on content redesign.&lt;br&gt; 
3.Graphic UI / Visual Design / Look &amp; Feel&lt;br&gt;
4.Development&lt;br&gt;
5.Testing&lt;br&gt;
6.Launch

Local organization called Net Squared – Pimp my Nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>cc80e6332dba68cef4c61ca75b129446d03cd4ac</sha1>
  </revision>
  <revision>
    <id>615</id>
    <parentid>614</parentid>
    <timestamp>2016-01-14T19:11:10Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2939" xml:space="preserve">=== Description ===


== Session Notes ==

Experiences:
Common themes – human nature underlying, communication, definition of roles, clarification, clear process. Determine benchmarks. Be able to make a case and define. Everyone agree on a common process.


Challenges:
Started with static site, moved to dynamic.
PM not technical but need to keep technical people moving along. 
Outside consultant helping.Introduction of dynamic features to website. Stakeholders not happy. How to reintroduce new look and feel.
How does SEO fit into website when dealing e-commerce. (Global Fund for Children.org)
Adding CMS (?)
Working with vendors.
Constraints of PM &amp; design hours.
Overall time constraints.  Added scope/changes to requirements.
Implementation to CMS without SME developer.  Functionality missed. 


Points for discussion:
Is it easier to build from scratch or pick pieces to redesign. Avoid design by committee. 

Opportunities to test interactive features (blogging) in smaller site redesigns. 

Legacy CMS system Matriarce.  Limitations on document size. Need support to upload. 

Set Goals. 
Dealing with Vendors. Who?
It can be done internal, lacking knowledge/skills. Stakeholders involved in definition. 
Define strategy to include Target Audience.
Very important to fully define online Strategy!!!
As an organization what are the top priorities.  

What can be included:
Graphic Design
Navigation/Site Map/IA/User Interface
Features – Cool new tools
Content
Website Management (database)
Internal Process Changes/Org Changes
Marketing – draw people to site – SEO 
Metric

How do the site redesign elements interrelate?  Interdependent issues.  How do you know what needs to be changed?

Approach:
User centred design. Visitors/Users
Who is the target audience?  What are the needs of the visitors?  What are the needs of the organization?

Great tools:
Create visitor/audience profiles called personas so the design becomes focused on site visitors rather than the organization. User stories. Characteristics of audience so the PM can stay focused on the goal – target audience.
Catalyst demographic date is valuable.
Donor blast email/action alerts.


Understanding process. 
What does a redesign mean?  Freshen up. OR Complete redevelopment – added functionality (CMS, etc).
Differentiation on branding and redesign can cause a challenge.

1. Vision/Discovery&lt;br&gt;
2. Definition and Requirements (functional, blogging capability, ability to register for events)&lt;br&gt;
1. IA, Content, Features, Functionality – Blueprint&lt;br&gt;
2. Analysis of CMS&lt;br&gt;
3. Content development (separate than design by design launch is interdependent on content redesign.&lt;br&gt; 
3. Graphic UI / Visual Design / Look &amp; Feel&lt;br&gt;
4. Development&lt;br&gt;
5. Testing&lt;br&gt;
6. Launch

Local organization called Net Squared – Pimp my Nonprofit once a month – present your website design/redesign project – get free ideas and advice on what to do.</text>
    <sha1>51f838185f3fc139848f7b09935f4d870e8ea438</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>105</id>
  <revision>
    <id>616</id>
    <parentid>211</parentid>
    <timestamp>2016-01-14T19:12:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2309" xml:space="preserve">=== Description ===

While a best practice for Nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most Nonprofits, and too often Nonprofit software development efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Gunner Session 2

To make or not to make?  Should a Nonprofit develop its own software or should it look for appropriate software?

G:  You want as much of your stack to be off the shelf.  PHP is the most insecure mainstream web language, in my opinion.  Every line of code you write is a marriage relationship.
The pizza problem:  once you order it, then it's ready.

Don't reinvent the wheel.

Do an analysis for motivation for writing code.  A person may want to start from scratch to bolster their resume with tech skill they picked up.  If writing from scratch is ABSOLUTELY necessary, then go for it.

Just putting extra babies on the diaper doesn't get rid of the shi*.

Create user stories to create a map for software development.

User Stories--a sentence--"administrator can enter employee"

G:  I strongly encourage you to design your concept in paper.  I would strongly suggest you to model this project process as a community organization.  I emphasize a front-loaded, user-focused approach.  Squeezing in a slew of mediocre functionality won't bring you glory.  Allocate time to run an internal project blog.  Think out loud about possible options in the project and let people comment on it.  If you've got a project blog, then keep track of people who have contributed to the project.

G:  The effect of open source.

CASE STUDIES

Talk with lawyers concerned with intellectual property.  Prior to that, get a sense of the issue of intellectual property before you take on a software development project.

G:  It's insane not to open source the software that you're developing.  Recommend GPL v.3.
DEBATE

What if I have no budget?  You're asking for a train-wreck.  Pay them small money ($20-40/hr) so that you have a contract and a financial relationship.</text>
    <sha1>f7ed77d7dd4f562962fb56200f29cc22e8f6e908</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>108</id>
  <revision>
    <id>617</id>
    <parentid>217</parentid>
    <timestamp>2016-01-14T19:14:22Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="623" xml:space="preserve">=== Description ===

We'll kick off MNTP with five parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of the five discussions they'll join, and each group will report key outcomes back to the larger group.

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in Nonprofit Technology Project Management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
    <sha1>de4e481f353fbab764adb711d2a4626351209a2f</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>109</id>
  <revision>
    <id>618</id>
    <parentid>431</parentid>
    <timestamp>2016-01-14T19:15:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4633" xml:space="preserve">== Description ==

Do you really want to "buy" a web site or database? Or do you want to develop
a strategic partnership to continuously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on
good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to
overcome that?

== Discussion ==
'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

power dynamic -- specialist expertise power vs financial power
contract, payment, transaction, monetary,

independence, finite scope, interdependence -- can be collaborative or hierarchical
not on staff
asymmetry of knowledge -- knowledge about organization vs. specialist-consultant knowledge

client-consultant relationship is different from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues vs. client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:PM Principles - Advanced Web Projects</title>
  <ns>0</ns>
  <id>110</id>
  <revision>
    <id>619</id>
    <parentid>472</parentid>
    <timestamp>2016-01-14T19:17:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3512" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

-Yes, but often over a very long term cycle
-Easy to get caught up in planning forever, and never move on to implementation
-Important to have big collaboration meeting at first, but then move on to Prioritizing
-When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this involvement
  Transition into a maintenance plan
-Mounds of documentation, wireframes, etc.
-How can we be more effective?  What can be thrown out?

-What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/process, understanding your mission is necessary, but often non-existent
  
Signing off successfully?
  Have clients show you working examples of what they want

Iterative approach:
-Look for existing examples
-Rapid Prototype to get something up and running
-Refine iteratively
-Costs little up front for an unrefined, rough, but working project
-Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective

Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  Show me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excruciating, but necessary

Top Down Approach
  Strategic Principles, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc., and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the beginning (CEO, Board, etc.), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid

Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly budgeted

Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>111</id>
  <revision>
    <id>620</id>
    <parentid>223</parentid>
    <timestamp>2016-01-14T19:19:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7433" xml:space="preserve">Project Management 101

We have a number of accidental techies here...
Our group included: 

Colin from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities, 
and 
Maire - where should control be - with vendors or in - house or both, and how to balance this. 
Carveth, who is interested in - redoing entire website. choosing new vendor. 
Estevan (Joe*) - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.
Gabrielle - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 
Michelle, the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years. 
(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>112</id>
  <revision>
    <id>621</id>
    <parentid>433</parentid>
    <timestamp>2016-01-14T19:20:20Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2036" xml:space="preserve">'''Software and Database Development'''
&lt;br&gt;Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.

''question: why does it seem that people are moving more towards software development projects?''
&lt;br&gt;- people want to use software to resolve issues but would like to leave the project management to others
&lt;br&gt;- industry is buying into software, but pre-packaged programs don't exist for that industry

&lt;br&gt;'''Pain points:'''
*Interface between project and IT departments
*Feeling responsible for the growth of the whole field
&lt;li&gt;Figuring out what people actually want (needs assessment)
&lt;li&gt;Different types of personalities on the team
&lt;li&gt;Politics interfering with the management of the project
&lt;li&gt;Corporate refugees adjusting to the culture of non-profit
&lt;li&gt;The many hats one project manager has to wear
&lt;li&gt;Not enough systems thinking
&lt;li&gt;Feeling overwhelmed
&lt;li&gt;Scope changes in the middle of the project - how to prevent? &amp; -how do deal?
&lt;li&gt;Competing interests
&lt;li&gt;The accidental PM
&lt;li&gt;Split between techies and non-techies
&lt;li&gt;Immediate demands vs. best practices
&lt;li&gt;Rationale for variation
&lt;li&gt;*the initiate to plan phase is where most of these come up

&lt;br&gt;&lt;br&gt;'''Interests:'''
&lt;li&gt;Collaborating with others
&lt;li&gt;Solutions for dealing with non-profit culture
&lt;li&gt;Some high-level technology training for the upper management

&lt;br&gt;&lt;br&gt;'''Tools:'''
&lt;li&gt;Magic 8-Ball
&lt;li&gt;Base Camp
&lt;li&gt;Book about Project Management, by Project Management

&lt;br&gt;&lt;br&gt;'''Additions to framework'''
&lt;li&gt;Testing is a big part of the monitoring
&lt;li&gt;Possible rsearch between initiate plan

&lt;br&gt;&lt;br&gt;'''Things that help:'''
&lt;li&gt;Communication
&lt;li&gt;Managing expectation
&lt;li&gt;Defining ownership
&lt;li&gt;Empathy 
&lt;li&gt;Customer Service
&lt;li&gt;Assume that there is going to be a crisis.  The test is how you handle it.
&lt;li&gt;Anything is possible</text>
    <sha1>72b8234ac436c63f74192148b08e70ecd04b4a17</sha1>
  </revision>
  <revision>
    <id>622</id>
    <parentid>621</parentid>
    <timestamp>2016-01-14T19:21:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1947" xml:space="preserve">'''Software and Database Development'''
&lt;br&gt;Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.

''question: why does it seem that people are moving more towards software development projects?''
&lt;br&gt;- people want to use software to resolve issues but would like to leave the project management to others
&lt;br&gt;- industry is buying into software, but pre-packaged programs don't exist for that industry

&lt;br&gt;'''Pain points:'''
*Interface between project and IT departments
*Feeling responsible for the growth of the whole field
*Figuring out what people actually want (needs assessment)
*Different types of personalities on the team
*Politics interfering with the management of the project
*Corporate refugees adjusting to the culture of non-profit
*The many hats one project manager has to wear
*Not enough systems thinking
*Feeling overwhelmed
*Scope changes in the middle of the project - how to prevent? &amp; -how do deal?
*Competing interests
*The accidental PM
*Split between techies and non-techies
*Immediate demands vs. best practices
*Rationale for variation
*The initiate to plan phase is where most of these come up

&lt;br&gt;&lt;br&gt;'''Interests:'''
*Collaborating with others
*Solutions for dealing with non-profit culture
*Some high-level technology training for the upper management

&lt;br&gt;&lt;br&gt;'''Tools:'''
*Magic 8-Ball
*Basecamp
*Book about Project Management, by Project Management

&lt;br&gt;&lt;br&gt;'''Additions to framework'''
*Testing is a big part of the monitoring
*Possible rsearch between initiate plan

&lt;br&gt;&lt;br&gt;'''Things that help:'''
*Communication
*Managing expectation
*Defining ownership
*Empathy 
*Customer Service
*Assume that there is going to be a crisis.  The test is how you handle it.
*Anything is possible</text>
    <sha1>0ee8707628f9384ef9294576958542b8093b8f25</sha1>
  </revision>
  <revision>
    <id>623</id>
    <parentid>622</parentid>
    <timestamp>2016-01-14T19:22:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1947" xml:space="preserve">'''Software and Database Development'''
&lt;br&gt;Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.

''Question: Why does it seem that people are moving more towards software development projects?''
&lt;br&gt;- People want to use software to resolve issues but would like to leave the project management to others
&lt;br&gt;- Industry is buying into software, but pre-packaged programs don't exist for that industry

&lt;br&gt;'''Pain points:'''
*Interface between project and IT departments
*Feeling responsible for the growth of the whole field
*Figuring out what people actually want (needs assessment)
*Different types of personalities on the team
*Politics interfering with the management of the project
*Corporate refugees adjusting to the culture of non-profit
*The many hats one project manager has to wear
*Not enough systems thinking
*Feeling overwhelmed
*Scope changes in the middle of the project - how to prevent? &amp; -how do deal?
*Competing interests
*The accidental PM
*Split between techies and non-techies
*Immediate demands vs. best practices
*Rationale for variation
*The initiate to plan phase is where most of these come up

&lt;br&gt;&lt;br&gt;'''Interests:'''
*Collaborating with others
*Solutions for dealing with non-profit culture
*Some high-level technology training for the upper management

&lt;br&gt;&lt;br&gt;'''Tools:'''
*Magic 8-Ball
*Basecamp
*Book about Project Management, by Project Management

&lt;br&gt;&lt;br&gt;'''Additions to framework'''
*Testing is a big part of the monitoring
*Possible rsearch between initiate plan

&lt;br&gt;&lt;br&gt;'''Things that help:'''
*Communication
*Managing expectation
*Defining ownership
*Empathy 
*Customer Service
*Assume that there is going to be a crisis.  The test is how you handle it.
*Anything is possible</text>
    <sha1>481d0eca187b9c41e033e61194b443171114752c</sha1>
  </revision>
  <revision>
    <id>624</id>
    <parentid>623</parentid>
    <timestamp>2016-01-14T19:22:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1948" xml:space="preserve">'''Software and Database Development'''
&lt;br&gt;Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.

''Question: Why does it seem that people are moving more towards software development projects?''
&lt;br&gt;- People want to use software to resolve issues but would like to leave the project management to others
&lt;br&gt;- Industry is buying into software, but pre-packaged programs don't exist for that industry

&lt;br&gt;'''Pain points:'''
*Interface between project and IT departments
*Feeling responsible for the growth of the whole field
*Figuring out what people actually want (needs assessment)
*Different types of personalities on the team
*Politics interfering with the management of the project
*Corporate refugees adjusting to the culture of non-profit
*The many hats one project manager has to wear
*Not enough systems thinking
*Feeling overwhelmed
*Scope changes in the middle of the project - how to prevent? &amp; -how do deal?
*Competing interests
*The accidental PM
*Split between techies and non-techies
*Immediate demands vs. best practices
*Rationale for variation
*The initiate to plan phase is where most of these come up

&lt;br&gt;&lt;br&gt;'''Interests:'''
*Collaborating with others
*Solutions for dealing with non-profit culture
*Some high-level technology training for the upper management

&lt;br&gt;&lt;br&gt;'''Tools:'''
*Magic 8-Ball
*Basecamp
*Book about Project Management, by Project Management

&lt;br&gt;&lt;br&gt;'''Additions to framework'''
*Testing is a big part of the monitoring
*Possible research between initiate plan

&lt;br&gt;&lt;br&gt;'''Things that help:'''
*Communication
*Managing expectation
*Defining ownership
*Empathy 
*Customer Service
*Assume that there is going to be a crisis.  The test is how you handle it.
*Anything is possible</text>
    <sha1>fe7a07fc90b0293ae07b448e11c11d3ba5e6a9f3</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:PM Principles - Values-Based Project Management</title>
  <ns>0</ns>
  <id>113</id>
  <revision>
    <id>625</id>
    <parentid>466</parentid>
    <timestamp>2016-01-14T19:23:20Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4982" xml:space="preserve">=== Description ===

We all manage or are involved in the management of projects. And we all want our projects to go well – we all know that it's through our projects that we're able to effect positive social change (something we are all interested in doing). 

But our projects frequently '''''do not''''' go well. They're often late, over budget, don't deliver what's been promised, or are just no fun to work on.

In many cases this "not going well" has to do the absence of a '''project-friendly''' work environment.

In this session we will: 

* Talk a little bit about project management generally
* Look at the relationship between organisational culture and project management
* Work together to come up with strategies and tactics for effective project management through the establishment of work environments based on "project-friendly" values like: 

:* Personal empowerment
:* Group trust
:* Respect
:* Commitment 
:* Open communication

=== Session Notes ===

* 10 participants including the facilitator
* Several accidental techies as well as accidental project managers present

==== Some Definitions ====
Project work has uncertainty and risk

Projects:
 End
 Produce uncertainty
 Produce risk

All projects have
# Objectives
# Deliverables
# Requirements
# Constraints (boundaries that the project must be delivered within - the triple constraint of scope, time, and cost)

''Triangle Diagram''

Sometimes there's a fourth quality added of "Quality", so some would argue for a rombus.

PMBOK = Project Management Body of Knowledge from [http://www.pmi.org/Pages/default.aspx PMI]

Project Management is like a riverboat trip
* The organization is the river
* The project is the boat
* The project team are the passengers

If the organization isn't project-friendly, the boat will be trying to go upstream (e.g. if the organization is risk-averse)

When an organization isn't project-friendly, project managers have to

====Strategies/Values for Values-Based Project Management====
=====Trust (vs. Fear)=====
Strategies
# Achieve '''closure''' on communications
# Ownership - ensuring that everyone on the team understands that they are involved in the management of the project.

'''Discussion'''

Should project managers be estimating the level of effort for developers?

"Trust is a dimension of teamwork"

Failure of a project can be caused by a lack of communication - decisions made at the top that don't have buy-in.

Is any of this about technology, really?  Point made that the project should not be framed in terms of technology fundamentally to get buy-in.

'''Rob draws and demonstrates a tool that he uses with clients in deciding priorities'''

{| class="wikitable"

|-

!

! Time

! Scope

! cost

|-

| Constraints

| x

|-

| Change

|

| x

|-

| Cost

|

|

| x

|}
   
''getting back to values-based management''

Example of a truly project-''un''friendly organization is the one where there ''are no'' project managers and someone is assigned the role.

=====Respect (possible culture changes)=====
Strategies
# Showing up on time
# Respecting others' capacity for understanding you position
# Transparency
# Making an effort to provide input when it's asked for - team members know that even if they don't have time, they should ''say'' that they don't have time, not just remain silent.


====Further Discussion====

A good project manager will build a project-friendly environment in spite of the organization's environment.

Some work environments make managing a project particularly difficult - M mentions Saudi Arabia :)


Rob talks about how project management is sometimes viewed as unnecessary overhead - and sometimes it is.

* A PM-friendly work environment works when management balances the tasks and the people. If it doesn't, this is where we may have to have some counter-cultural movement
* A PM-friendly work environment works when there's a balance between the output and the means.
* A PM-friendly work environment works when there's cross-collaboration. Like Jazz, it involves improvisation and coordination - you're not just playing, but you're listening to others. Jazz as an organizational model.
* A PM-friendly work environment works when a project involves healthy conflict.  Conflict-avoidance can hurt projects

David mentions the DISC profile for team members: [http://en.wikipedia.org/wiki/DISC_assessment DISC on Wikipedia]

Rob ta lks about two questions that he believes define whether or not the project was a success:
# Were the objectives met?
# Did the team find the work rewarding?

N mentions that he doesn't see organizations bothering to answer this second question.

Project success if not just whether we did what we trying to do, but whether it was the right thing to do.

Rob's wish - That project teams would work ''together'' to set objectives and decide what they don't want to have happen.

M mentions that it might be idealistic to think that everyone is going to be happy with the project.</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>114</id>
  <revision>
    <id>626</id>
    <parentid>229</parentid>
    <timestamp>2016-01-14T19:25:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2741" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?"--&gt;Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

QUESTIONS TO ASK/THINGS TO THINK ABOUT
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


PLAN
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


IMPLEMENTATION
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Report backs afternoon</title>
  <ns>0</ns>
  <id>115</id>
  <revision>
    <id>627</id>
    <parentid>434</parentid>
    <timestamp>2016-01-14T19:27:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1476" xml:space="preserve">Report backs

Organization project management

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client

* Identified things about the consultant client relationship, focused on whether is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp:
Moved to Overthrowing

Wikis:

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

Software Development:
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
    <sha1>2f875aba793f886401e2ab51a9ce2de6aef5f55d</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Report backs from sessions morning 2</title>
  <ns>0</ns>
  <id>116</id>
  <revision>
    <id>628</id>
    <parentid>233</parentid>
    <timestamp>2016-01-14T19:28:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="579" xml:space="preserve">Report backs:

Collaboration tools session
* Synchronous events, multitasking is a problem
* Less is more, don`t have too many tools
* Joomla! debugging session as example, different tools in combination

Database design:
* From scratch vs. off the shelf, differences
* Hybrid model
* Think of the information before you go to the technology
* Documentation is extremely important, wiki, tracker

Website cost:
* Getting a sample invoice from a vendor
* Be very aggressive and specific details
* Use standard off the shelf items, custom has unforeseen costs
* Large range of cost</text>
    <sha1>5a449147dddb2b85e9745d23f84c6f2fe02c1ed8</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>119</id>
  <revision>
    <id>629</id>
    <parentid>239</parentid>
    <timestamp>2016-01-14T19:31:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4008" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===

Project Scope


The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierarchical fashion


Project

-Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


- Graphic Design


- Site Architecture


Can use it for trade-off decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important component for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "hows", but often the staff want to give the "hows"


How do you get the list of requirements?  

- Thinking through the user needs can help - workshops in thinking through.

- Feature workshops - workshops are really key

- Drive to the high level need, not feature desires

- Important to have think through priority vs. complexity

- Wireframing

- Arithmetic is really useful - it really sways people 

- Can vote with a finite budget - sticky dots voting for 

- Ask people what the minimum features things are that critical for the vision


How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?

- It's tricky.  Break out a core team.  

- One-on-one interviews can be really useful - people will say more

- Give them something to react to

- Try to make sure things move forward and it's not a sinkhole

- Make sure you're really transparent in the process, tell what feedback you want

- Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

- Be really transparent about what hat you're wearing - "now this is me as a user", when you're the facilitator.

- It's important to prioritize the features

- Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


Sometimes you can talk about things so much that you lose sight about why it's important.  And get sign off from fatigue.  What can you do?

- Refocus on the priorities?

- Bring up the timeline and budget

- MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
    <sha1>5869b373497fdd260d0b96a58df7f8e9d8e19374</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:The Politics of Project Management</title>
  <ns>0</ns>
  <id>120</id>
  <revision>
    <id>630</id>
    <parentid>241</parentid>
    <timestamp>2016-01-14T19:33:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4487" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

G:  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're co-organizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates malleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.
Key Concept:  transparency
Re:  Transparency is not always an absolute good.

Empathy is a rare resource.  For the TypeA, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

Q:  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "no".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  

Key Concept:  The culture of deadline setting
KC:  Quality of product will give you later leverage.
KC:  The Scotty Approach

I'm glad to do it, but can you spoon-feed me it in an email?--simplifies results

G:  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.
G:  Claim your right to change the project.

C:  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.
G:  Keep documents in a common language for clients (no tech jargon/acronyms).

G:  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.
X:  Audience analysis gives perspective.
Y;  Can you talk more about the two groups?
G:  Sometimes there are different groups on the team that work against each other (ie. programming vs. development interests).

Blaming the Team
G:  Pushing the fame to the stakeholders is a valuable part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.
G:  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.
  How do you deal with somebody who isn't contributing?
  Personnel changing is always an option after checking in.

KC:  Coefficient of community--How much does the individual think about the team?  "People who bring the love."
How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.
C:  Document the transparency on invoices.

M&amp;E:  The troubles of training--people might leave for another job with more $ when they're trained.
G:  Clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

X:  What about managing up?  How do you work with your supervisor who is doing something necessary for the project?
G:  Blunt language works.

M:  Speaking with people.
G:  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
    <sha1>9a710ae6ed3d7a2e025174c36c050adca36b6392</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:User testing processes and getting info from users</title>
  <ns>0</ns>
  <id>121</id>
  <revision>
    <id>631</id>
    <parentid>474</parentid>
    <timestamp>2016-01-14T19:34:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4647" xml:space="preserve">==Discussion==

Why is everyone here?

interest in how to build testing into the project cycle.
* Functional Testing - does it do what you want it to do?
* Usability Testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "We won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "AH-Ha's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
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  </revision>
  <revision>
    <id>632</id>
    <parentid>631</parentid>
    <timestamp>2016-01-14T19:35:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4645" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* Functional Testing - does it do what you want it to do?
* Usability Testing - can average people use it?

===Functionality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "We won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "AH-HA's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usability===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can help drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>b3d00ae63ce154d27ca20b025635253a7e9c7317</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Using Wikis for Effective Collaboration</title>
  <ns>0</ns>
  <id>122</id>
  <revision>
    <id>633</id>
    <parentid>245</parentid>
    <timestamp>2016-01-14T19:37:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5314" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

The Wiki session

Who: Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: 
http://www.commoncraft.com/video-wikis-plain-english


Note: In the UK - wikis are not really used in the social sector.


Marc - Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


What are the different wikis and what is good for what? 

What are the successes?

What are the events around wikis?

Wikifarms?

What are they good for and when are they not good? 


Marc: Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


Thomas: Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


Jeremy points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 


Marc: Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 


Laura: Is a wiki complicated for those without any tech skills? 


Thomas: Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 


Marc: You have a wiki gardener or keeper. You need moderation to make it work. 


Jeremy: Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 


Marc: Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.


Jeremy: Some matrix will allow you to plug in different syntax. 


Marc: 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 


Thomas: wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 


Marc: Trac is good.  


Two families of wikis: Database versus text. Twiki, pmwiki, etc...

If you have several thousands of pages you need database wiki.    

Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


Marc: The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


Jeremy: What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 


Marc: Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>123</id>
  <revision>
    <id>634</id>
    <parentid>521</parentid>
    <timestamp>2016-01-14T19:39:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3659" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

(Session Note Taker will enter notes here)
WHAT SHOULD A WEBSITE COST?

Brochureware- $2 - $5,000 + Design Costs

Design- $200 -$5,000

Small Nonprofit- No more than $10,000 for simple CMS site, no custom database/tools

$25,000 - Fancy site, interactive graphics, interactive tools

$125,000- Full custom web application

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.

Hourly rates-  $50 -$100 Friendly rate
	    $150 	   Standard rate
	    $300  	   High end, but questionable whether it is worth it

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
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</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:What do I want to talk about today?</title>
  <ns>0</ns>
  <id>124</id>
  <revision>
    <id>635</id>
    <parentid>249</parentid>
    <timestamp>2016-01-14T19:40:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1312" xml:space="preserve">What do you want to talk about today:

*Managing up
*Web analytics
*Microsoft project
*Cross sector collaboration
*Rapid and agile development
*Managing your managers
*Managing customizations for a product
*Evaluation, during and end of project
*Diagramming website
*Making people more comfortable with tech in the organization
*Integrating wikis in website
*Communications, managing up
*Making a non profit more project friendly
*CMS open source vs. commercial
*How to be not nice without being mean
*Making collaboration a partnership work
*Reliable places to go for technical issues
*Practical ways of salvaging an iterative trainwreck
*Managing troublesome project participants
*Alternatives tools to Basecamp
*Open source CMSs ++
*How to get customers what they really want
*Reliable resources for tech info
*When is custom worth it
*Best PM tool
*Buy vs. Rent
*How do people manage projects
*Budgeting and costing
*Article fodder
*Agile approach ++
*Controlling internal communications,  email phone calls
*What deptment is your webmaster in and who do they report to
*User friendly wiki PM
*Non technical people in the team
*Keep timeline when there are other responsibilities
*When is it legitimate to cut corners in PM
*Big organizations make good decisions before they are beyond the point of no return</text>
    <sha1>c58017fecf9484b1a0ebbff17dd27853ebd52c98</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>NewYork2008:Whirlwind Discussion of Project Management Utilities</title>
  <ns>0</ns>
  <id>125</id>
  <revision>
    <id>636</id>
    <parentid>251</parentid>
    <timestamp>2016-01-14T19:41:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2641" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----


===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.

AHA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>02f695270c5c0edc2ae42adc1b34d691e294c3b8</sha1>
  </revision>
  <revision>
    <id>637</id>
    <parentid>636</parentid>
    <timestamp>2016-01-14T19:41:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2640" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----

===TOOLS===

INTRODUCTION

4 General Task Areas
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

COMMUNICATION
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.

AHA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>d8ebcac9a3db3fffd92d9486b3b5ef79f33fd1f4</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Nonprofit Technology Project Management 101</title>
  <ns>0</ns>
  <id>126</id>
  <revision>
    <id>638</id>
    <parentid>253</parentid>
    <timestamp>2016-01-14T19:42:49Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="350" xml:space="preserve">=== Description ===

For those who self-identify as new to the discipline, this session will provide an overview of Nonprofit Technology Project Management. Essential topics, truths, and tools will be presented, with the second half of the session employing a question-driven format.

=== Session Notes ===

(Session Note Taker will enter notes here)</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Open Source CMS Q&amp;A session</title>
  <ns>0</ns>
  <id>129</id>
  <revision>
    <id>639</id>
    <parentid>522</parentid>
    <timestamp>2016-01-14T19:45:19Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3038" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- Most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla! and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

Process

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- First decision, are they prepared to go to a CMS?
- Can their designer go that route? I.e., is he or she ready for theming?
- Need to take inventory of extra features such as external databases, email lists, etc.
- Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since trade-offs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>23bcedf3fe0b2a5ece688e224700666a60129b5b</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>131</id>
  <revision>
    <id>640</id>
    <parentid>263</parentid>
    <timestamp>2016-01-14T19:46:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="617" xml:space="preserve">=== Description ===

We'll kick off MNTP with parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of several discussions they'll join, and each group will report key outcomes back to the larger group.

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in Nonprofit Technology Project Management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
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</page>
<page arvcontinue="20160114190020|609">
  <title>PM Principles - Advanced Web Projects</title>
  <ns>0</ns>
  <id>133</id>
  <revision>
    <id>641</id>
    <parentid>267</parentid>
    <timestamp>2016-01-14T19:47:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12075" xml:space="preserve">Notetaker: Tom

[Lessons Learned/Elevator Advice]
  - Tanya Africa (MoveOn)
    * Electoral Get Out The Vote software
    * Programmers say that a &lt;something&gt; tool will break, listen to them!
  - Debbie
    * Need staff buy-in
  - Lisa (Sigma Consulting)
    * Listen (x3) &amp; talk to stakeholders
  - Michelle (quilted)
    * Make sure everyone on same page from start (scope, esp.)
  - An Chow (Dreamfish)
    * Ditto above)
  - Harvey
    * Know stakeholders
    * Workflow improvement
  - Andre (Rockford)
    * Astonished at proliferation (&amp; pace of) tools and keeping track is tough
  - Dan (Maplite.org)
    * Make graphical mockup of UI early!!  Helps get support :)
  - Karen (Sophia's Garden)
    * Stay true to your vision but be flexible in implementation
  - Katherine
    * Clear requirements otherwise you'll solve the wrong problem
  - Ben
    * Mockup early!! Building in reflection early &amp; often!!
  - Tom
    * Be sure to get right reqs.
  - Arthur (energy action)
    * Mockups: get specific tangible instead of moving forward before full talk-through
  - David (Radical Designs)
    * x4 -- x100 hours quote by devs!!  Educate client on impact of scope change are (exponential &amp; how late changes are even *worse*)


  - Dan: find that outlining features &amp; future ideas to enable devs to dev better
  - David: much pain comes from a lack of frontloading &amp; planning
    * Heard some tools &amp; tactics
  - Lisa: Challenge to convince org to spend resources on frontloading is tough.  Purchase something before deciding on what is needed.  tough to get investment in planning.
  - Harvey: We need this solved!! Ask why :)  Gotta know on the very basic level of who is going to use the software and *HOW*.  Gotta fill the needs of end users.  Get all stakeholders involved early
  - Tanya: One solution is to gather stakeholders.  Having the meeting will trick people into planning!  Panic button option: demo how if feature Q doesn't work, here's what will happen.  Use one good example!
  - Tom: Give clients the "wrong" option so they come back with the right one.
  - Arthur: Give the mockup so people can form opinions
  - Ben: Me Too
  - Karen: Turned a tech matrix into a mindmap.  Then used it to identify users and what functions mapped to users.  Combination of user story with tech matrix.  Easier to use graphical elements (like icons) to visually represent features and concepts and relations.  Want to ensure people *understand*
  - Harvey: Started document when had a personal lull and that forced people to create a timeframe &amp; team.  Needed to get something out there in order to get people to start thinking about this sort of thing.  Several teams need to collaborate on a regular basis!!  Team A needs Team  B to finish their part before they can continue.  Ownership over a given feature does not mean complete independence.
  - David: Lots tools to kickstart process
    * Initial Planning Doc
    * UI Mockups
    * User Stories
    * Technology matrices
    * Timelines / Depencencies
    * Core Features Identification
    * Scoping the Planning Process
    * Decision Timeline &amp; Ownership
    * Mapping out roles of the team
  - Tanya: Scoping Planning Process turns into planning the program &amp; need to demand some early decision making.  Use standard doc that describes programmatic model as a living doc.  Becomes an authoratative reference for the *program*
  - Debbie: Decision timeline &amp; ownership to figure out *who* has to be at which meetings and what the timeframes are
  - Lisa: Have a project champion who is responsible for keeping on timeline.  If 1 person falls behind it affects the whole project
  - Tom: Keep 'em focused on one project
  - Lisa: CEO, ED, etc. -- someone who has decision-making authority but isn't involved in implementation of project makes great project champion.

  - Ben: Mapping out roles of the team.  How to do this &amp; what is the "right" amount of detail and how to get buy-in
  - Harvey: Initial research &amp; getting down to the nitty-gritty of stakeholders &amp; workflows is important to figure out *WHAT* is important and can filter through all of what you've gathered.  This then informs who you're going to have involved.  That way you have someone who you can go talk to about a particular feature.  Once you start implementation it's a wild bronco &amp; it's OK to step out if something isn't working well.  But if you're implementing, you need to be happy with where you are.
  - Tanya: What *are* roles?
  - Ben: High Level like who is decision maker through low-level who is impelementing a particular detail.  In successful projects I've experienced there have been explicity and implicit roles defined.  This informs how they'll step up to fill a role.  Not strict guidelines on definition.
  - David: Points of Failure for is role defenition.  Going higher &amp; higher up will end up with irrelevant feedback, so need to know who to talk to at what *point* in the process.  Document who needs to sign off on *what* *when*.  UI changes late in the game due to feedback from CEO.  Ensure that you *know* who needs to sign off on what, when (decision matrix).  Sign off on design early &amp; then don't get feedback until late in the game which creates problems.  So: establish roles *AND* timelines.
  - Andre: From client side this makes sense &amp; you can't get involved enough in how the organization works.  You have to be an anthropologist.  Project failure is often based in the mysterious inner workings of the way the org works.  How willing &amp; able are you to get inside or to prevent these breakdowns.
  - David: Depends on budget :)  NP Tech Dev is org. dev!  Can go in and do the org. dev &amp; research *IFF* org has resources and are able to change in order to resolve particular tech issues.  Sometimes you can't do anything about the politics of the org in order to solve a tech problem.  (i.e. Hey, you should redefine your departments in order to solve this problem!).  Sometimes the technologist is the respected authority.
  - Andre: Ask org to let you present to the *whole* group.  Get the outliers who are going to sabatoge later will make themselves known!
  - Eric: In consulting role, I set things up like that big group.  Get as many people there in order to figure out who plays what role internally.  That means that later you can have backchannel conversations in order to work out a problem.  Can figure out ahead of time who might derail process.  Sometimes my scoping won't predict entire cost because I need to do more work outside of *tech* work w/ back-channel conversations.

  - David: Budgeting process around tech planning is fairly elastic, but *goal* is often fixed-cost for non-profits.  How do you budget &amp; manage expecations for the needs assessment.
  - Harvey: How many folks use scope triangle?
  - Some: What is it?
  - Harvey: Time vs. Quality vs. Money &amp; pick any two :)  Get basic ideas on where you're going to end up through the simple exercise.
  - David: Many non-profits will turn it into a pentagon &amp; make up two points :)
  - Lisa: As a client I'd ask the outsider to be your advocate for the project.  If you think there's a problem (i.e. sabatoge) lemme know early so we can work together to figure it out.  Help me out on this sort of stuff!!
  - Dan: Fixed cost issue; I'm client &amp; we've given up on fixed cost because we keep trying it and developers lose interest
  - Tom: Use ballparks in hourly.
  - Eric: I concur.  Often *fix* a planning component.  You can shop this project around out after the planning.  Then we throw out support costs and if they won't pay for that, I won't go into the project.  Don't wanna get caught in "site won't work without support"
  - Tanya: As a client we set a timeline that defines our budget &amp; prioritize features based on timeline.  We identify tiers in order make sure certain features *do* get implemented.  Make sure programming team doesn't say "Are you from mars?!" on how feasible something is.  Can then guarantee that the tool will have these basic functions and no additional features and everything from there on *MUST* be prioritized.
  - Dan: How do you do QA &amp; user testing.
  - David: Make the site live :p  If core basic functions work, you can launch.  As we've moved to SAS, we call the whole thing a beta indefinitely.  Depends on mission-critical functionality (i.e. if accounting, then this won't work), but if it's a web-app the user-experience will dictate priorities.  Won't know how (e.g. a social networking app) will work until real users use it.  Dev time for QA will be reasonable to quote for test-driven development.  When you write a chunk of code that does X, you write a test to check to make sure that the chunk of code does indeed do X.  2:1 test coverage (or some big ratio).  You *must* do something along those lines for large apps is pretty key.  Expressing this to client that it will make it successful down the line but cost more now is very tough.
  - Dan: So you ask devs to use it?
  - Katherine: Yup.  Very time-consuming and uses more resources you need to do it!
  - Michelle: From dev's view it's toughest when you *want* to do it and client doesn't have the buy in ("We don't see return on our $$").  You have features &amp; write tests for features.  You should go the opposite way &amp; write test first.
  - Tanya: Two questions -- when you write code to test it...how do you know it broke?
  - David: You run code &amp; get feedback each time you change.
  - Katherine: YOu get a report along way
  - Tanya: As PM I feel like it'd be great to be able to explain this to program side...do you have examples &amp; fact sheets?
  - Eric: Haven't seen fact sheet along those lines.  I've only done it once, but I've had a big problem in explaining it to client.  We set up a failure w/out test-driven code and we showed how this wouldn't happen in test-driven code.  Set it up for failure intentionally in order to drive the concept home!!  Hard to get them to buy in to 2x the code or 10x the code
  - Michelle: It's like insurance nothing ever seems to happen :)
  - David: Best practices dictate test-driven dev.  Build 1st, optimize later.  Scaling in large apps, you don't optimize from beginning.  Lots of tough decisions about how to make things work for massive numbers of users.  Hard to predict what will break.  These items are very tough to explain to client.
  - Michelle: It's hard to predict what will scale, but at the same time you don't want to go live &amp; then have the site go down (!).  It's important to be able to test as you build out.  Hard to coordinate.
  - Tom: Sometimes if you're going to get lots of users at the outset, there's data you can pull from.
  - Arthur: Keep things simple &amp; don't add things just because they're "nice to have".  When we get too complex our projects tend to fail.
  - Michelle: That ties in to staying true to vision.  As you start developing you often lose sight of what is mission-critical.  Staying simple &amp; streamlined is excellent.
  - Harvey: This is a reason why to get stakeholders together in order to inform the developers of what needs to be improved.  There *will* be changes, but both sides will need to consider technical &amp; political sides.
  - Karen: Spoke with community manager who said launch with simple feature set and then get early user feedback and you'll then be able to figure out what is necessary.  Test that what you've planed is what the users want?
  - Tom: How do you convince client of this?
  - Lisa: I'm in that situation.  It's easier to *build* credibility than to *re*-build it.  If you do a little at a time, you build slower.
  - Andre: From the client side, we want to present a good face to people all at once.  We want to get success with the swarm phenomenon.  It's tough to buy in for beta-testing.
  - Karen: I worked *very* closely with a developer on a site and I'm *very* invested with the site now!!  In a year they'll have a great product.  So it's was good for me to have that experience and understand the way the process works and this is a developing mindset.</text>
    <sha1>7cf81800fc3ab795d3537c5782fc9a9f1135dddd</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>132</id>
  <revision>
    <id>642</id>
    <parentid>523</parentid>
    <timestamp>2016-01-14T19:48:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4629" xml:space="preserve">== Description ==

Do you really want to "buy" a web site or database? Or do you want to develop
a strategic partnership to continuously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on
good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to
overcome that?

== Discussion ==
'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

power dynamic -- specialist expertise power vs. financial power
contract, payment, transaction, monetary,

independence, finite scope, interdependence -- can be collaborative or hierarchical
not on staff
asymmetry of knowledge -- knowledge about organization vs specialist-consultant knowledge

client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/Employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues vs. client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
    <sha1>559803e7f02a508dbee899204629e987a52ef162</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>134</id>
  <revision>
    <id>643</id>
    <parentid>269</parentid>
    <timestamp>2016-01-14T19:49:58Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="350" xml:space="preserve">=== Description ===

This session is targeted at those newest to Nonprofit Technology Project Management. After some initial framing and overview, this will be a question-driven session, providing answers that will enable participants to decide what other sessions will best serve their needs.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>760b3bcd060a45e63654a1b4c895cceb08ba1114</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>135</id>
  <revision>
    <id>644</id>
    <parentid>271</parentid>
    <timestamp>2016-01-14T19:53:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="302" xml:space="preserve">=== Description ===

This session will take on more advanced topics of complex web sites, web applications, and other Nonprofit Software Development Topics. Participants will be invited to share their experiences, learnings, questions and needs.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>b40a4aa8455f332594eeea2d380f52cb01da5799</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>137</id>
  <revision>
    <id>645</id>
    <parentid>413</parentid>
    <timestamp>2016-01-14T19:54:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="428" xml:space="preserve">=== Description ===

Some of the most universal project management challenges in Nonprofit Technology revolve around websites, whether it's creating a new one, upgrading an old one, or just maintaining the current one. This session will provide an overview of website project management, and follow a question-driven approach to address participant needs and curiosities.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>8916f0cf396f87c858412aaab8d9cff8a4e24552</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Product Management for Nonprofit Software</title>
  <ns>0</ns>
  <id>138</id>
  <revision>
    <id>646</id>
    <parentid>277</parentid>
    <timestamp>2016-01-14T19:56:22Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5789" xml:space="preserve">=== Description ===

Anna has managed a number of products (see links below) at Benetech, and will share her experiences as well as best practices for managing successful software products designed for social good.

Current Projects: www.miradi.org (adaptive management software for environmental conservation projects) and www.martus.org (secure documentation tool for human rights groups)

Contact info:  anna@benetech.org

=== Session Notes ===

Anna, spoke on how Product Management is a lot like Project management only with more people to satisfy.  We did a round of introductions where people identified themselves and their project or hopes for what they want to get out of the session. many people have projects they want to productize products so they described their tools a little.  

Anna spoke about working on both projects and products and finds the product more satisfying because she see's more people benefit from the work.

She talk about how productization require more standardization and more documentation.  

Getting user feedback is harder so you have to solicit that.  Marketing or outreach is tougher and getting non-profit funding for technology projects.  

They use Agile development, breaking things down into smaller chunks and doing more iterative releases. Starting small and testing a lot along the line.  

Arthur asks how do you communicate with your users to get feedback?  Anna says mostly email and on the website, plus personal contacts with higher security items. 

Melinda asks if there are any ways that you had to really ...

Anna mentions that because their products are free so not alot of people seem to not use it because it doesn't have a feature.  Having things in multiple languages really seems to attract international users, the "it's in my language" item is really important.

Tanya asks how do you go about asking for feedback from users.   Anna says that sitting down with folks and really just working with them on how it works and what features they use.


Rebecca asks if Benetech's software is opensource. Anna talks about how their code is mostly opensource and is published on the sourceforge.  Rebecca asks if they work with or get input from other opensource developers. Anna speaks about the challenges of working with opensource developers, how they don't get a lot interest and usually when interest is shown they don't have the skill set they need. Outside translation has been helpful.

Matthew asks about how Benetech responds to user feedback and prioritize implementation.  Anna talks about how the decision are tied to funding and how often something is requested.

Rebecca asks if they ever turn down money to build a feature you don't want. Anna says yes but talk about helping to shape contributions and feature requests.

Karen asks about the nature of Benetech's funding sources.  Anna doesn't know the exact amounts but she overviews the basic sources of funding --  service contracts with foundations, occasional small grants where an org got funding to get a training or a feature, some small fee for service stuff for setup and install.   The goal would be to ease of foundation funding and get more user earned funding.

Katie asks if the product is modular enough to add features to only one item. Anna says no we haven't added that kinda modularization, mostly she thinks that is because they aren't interested in doing add-on features for more money because they are trying to keep the cost for their users down.

Anna talks about things they don't call products, they sometimes provide tools that help with statistical data that isn't products but more the working with the data.

Karen asks if you are interested in re-purposing your software for other clients? Anna says yes you could do it, it is branded to look like environmental or human rights but it could be use for anything really. 

Anna talks about the limits of working with many for-profits and how they respond to the political challenges that benetech.  

Margot asks for insight about differences in Marketing for-profit vs free.  Anna says that marketing become lower priority because of the costs involved but that so far word of mouth has really worked just fine.

Matthew talks about how interesting things is to see that Benetech is a non-profit. Anna talks about the fact that the realistic thing is that to serve your users you have to accept that they don't have any money.  Anna stresses that you can do things that aren't profitable and go looking for other ways to fund it.  She talked about how sometimes a project just can't be funded or completed.

Anna stresses how much you have to get into the heads of your users to really understand what they need.  

Anna talks about how documentation is super essential to avoid the ongoing support of the product since you don't want to charge for every single little question.  Keeping in mind the funding limitations. 

Anna says testing, building in testing is really key.  Tanya asks what format their user testing takes.  Anna talks about making sure that there is a new feature test list to tell people what has changed to make sure they check out. She also says that in-house testing is super important, getting users who have never used it to use it is also good.  

Anna says that QA has a test plan, something that lists what each feature is and must do.  

Anna also suggests saying "no" a lot or pushing back -- or more like "Well we could do that but the release will be late". Tanya asks about tactics for dealing with people who basically want to know why you can't give the the features they want. Rebecca mentions the delay tactic, saying you will have to look into something then saying no.  Others mention the "Sure we could, let me go get a quote for you."</text>
    <sha1>a6009d7e4a34a2fb67a36dd0419280fa3fc5bc4e</sha1>
  </revision>
  <revision>
    <id>647</id>
    <parentid>646</parentid>
    <timestamp>2016-01-14T19:56:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5788" xml:space="preserve">=== Description ===

Anna has managed a number of products (see links below) at Benetech, and will share her experiences as well as best practices for managing successful software products designed for social good.

Current Projects: www.miradi.org (adaptive management software for environmental conservation projects) and www.martus.org (secure documentation tool for human rights groups)

Contact info:  anna@benetech.org

=== Session Notes ===

Anna, spoke on how Product Management is a lot like Project management only with more people to satisfy.  We did a round of introductions where people identified themselves and their project or hopes for what they want to get out of the session. many people have projects they want to productize products so they described their tools a little.  

Anna spoke about working on both projects and products and finds the product more satisfying because she see's more people benefit from the work.

She talk about how productization require more standardization and more documentation.  

Getting user feedback is harder so you have to solicit that.  Marketing or outreach is tougher and getting non-profit funding for technology projects.  

They use Agile development, breaking things down into smaller chunks and doing more iterative releases. Starting small and testing a lot along the line.  

Arthur asks how do you communicate with your users to get feedback?  Anna says mostly email and on the website, plus personal contacts with higher security items. 

Melinda asks if there are any ways that you had to really ...

Anna mentions that because their products are free so not alot of people seem to not use it because it doesn't have a feature.  Having things in multiple languages really seems to attract international users, the "it's in my language" item is really important.

Tanya asks how do you go about asking for feedback from users.   Anna says that sitting down with folks and really just working with them on how it works and what features they use.

Rebecca asks if Benetech's software is opensource. Anna talks about how their code is mostly opensource and is published on the sourceforge.  Rebecca asks if they work with or get input from other opensource developers. Anna speaks about the challenges of working with opensource developers, how they don't get a lot interest and usually when interest is shown they don't have the skill set they need. Outside translation has been helpful.

Matthew asks about how Benetech responds to user feedback and prioritize implementation.  Anna talks about how the decision are tied to funding and how often something is requested.

Rebecca asks if they ever turn down money to build a feature you don't want. Anna says yes but talk about helping to shape contributions and feature requests.

Karen asks about the nature of Benetech's funding sources.  Anna doesn't know the exact amounts but she overviews the basic sources of funding --  service contracts with foundations, occasional small grants where an org got funding to get a training or a feature, some small fee for service stuff for setup and install.   The goal would be to ease of foundation funding and get more user earned funding.

Katie asks if the product is modular enough to add features to only one item. Anna says no we haven't added that kinda modularization, mostly she thinks that is because they aren't interested in doing add-on features for more money because they are trying to keep the cost for their users down.

Anna talks about things they don't call products, they sometimes provide tools that help with statistical data that isn't products but more the working with the data.

Karen asks if you are interested in re-purposing your software for other clients? Anna says yes you could do it, it is branded to look like environmental or human rights but it could be use for anything really. 

Anna talks about the limits of working with many for-profits and how they respond to the political challenges that benetech.  

Margot asks for insight about differences in Marketing for-profit vs free.  Anna says that marketing become lower priority because of the costs involved but that so far word of mouth has really worked just fine.

Matthew talks about how interesting things is to see that Benetech is a non-profit. Anna talks about the fact that the realistic thing is that to serve your users you have to accept that they don't have any money.  Anna stresses that you can do things that aren't profitable and go looking for other ways to fund it.  She talked about how sometimes a project just can't be funded or completed.

Anna stresses how much you have to get into the heads of your users to really understand what they need.  

Anna talks about how documentation is super essential to avoid the ongoing support of the product since you don't want to charge for every single little question.  Keeping in mind the funding limitations. 

Anna says testing, building in testing is really key.  Tanya asks what format their user testing takes.  Anna talks about making sure that there is a new feature test list to tell people what has changed to make sure they check out. She also says that in-house testing is super important, getting users who have never used it to use it is also good.  

Anna says that QA has a test plan, something that lists what each feature is and must do.  

Anna also suggests saying "no" a lot or pushing back -- or more like "Well we could do that but the release will be late". Tanya asks about tactics for dealing with people who basically want to know why you can't give the the features they want. Rebecca mentions the delay tactic, saying you will have to look into something then saying no.  Others mention the "Sure we could, let me go get a quote for you."</text>
    <sha1>2823ae9defcfbd8f07c0e61f2ecf93ff3aacb3f0</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Project Failures: Identifying and Mitigating Potentials Risks</title>
  <ns>0</ns>
  <id>139</id>
  <revision>
    <id>648</id>
    <parentid>279</parentid>
    <timestamp>2016-01-14T19:59:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="468" xml:space="preserve">In a perfect world somewhere, projects always come in on time and under budget. But alas, that perfect world is not the Nonprofit Technology Norm. This session will address how to identify and manage risks associated with scheduling, budgets, human resources, and other factors that contribute to project success. Participants will be encouraged to bring their own stories and learnings to share with the group.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>c9b660bf3425181d5510328d12158bb077a098c7</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Project Management Peer Assists</title>
  <ns>0</ns>
  <id>141</id>
  <revision>
    <id>649</id>
    <parentid>283</parentid>
    <timestamp>2016-01-14T20:01:20Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="485" xml:space="preserve">=== Description ===

Participants will break into small groups to spend time focusing on their own specific Project Management Needs. Each participant who wishes to will be able to share a project management challenge they are facing, and invite input from the rest of the group. Those with more substantial project management experience will be invited to share their knowledge, learnings, and insights on the issues presented.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>091b682d6f98e3c2e49d8c92124435df49b5c4bc</sha1>
  </revision>
  <revision>
    <id>650</id>
    <parentid>649</parentid>
    <timestamp>2016-01-14T20:01:35Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="485" xml:space="preserve">=== Description ===

Participants will break into small groups to spend time focusing on their own specific project management needs. Each participant who wishes to will be able to share a project management challenge they are facing, and invite input from the rest of the group. Those with more substantial project management experience will be invited to share their knowledge, learnings, and insights on the issues presented.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>7bc5a8bb9c123a8cf23ca67c26209899e50ce304</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Report backs afternoon</title>
  <ns>0</ns>
  <id>142</id>
  <revision>
    <id>651</id>
    <parentid>285</parentid>
    <timestamp>2016-01-14T20:02:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1476" xml:space="preserve">Report backs

Organization project management

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client

* Identified things about the consultant client relationship, focused on whether is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp:
moved to Overthrowing

Wikis:

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

Software development:
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
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  </revision>
  <revision>
    <id>652</id>
    <parentid>651</parentid>
    <timestamp>2016-01-14T20:03:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1478" xml:space="preserve">Report backs

Organization project management:

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client:

* Identified things about the consultant client relationship, focused on whether is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp:
moved to Overthrowing

Wikis:

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

Software development:
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Report backs from sessions morning 2</title>
  <ns>0</ns>
  <id>143</id>
  <revision>
    <id>653</id>
    <parentid>287</parentid>
    <timestamp>2016-01-14T20:03:59Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="579" xml:space="preserve">Report backs:

Collaboration tools session
* Synchronous events, multitasking is a problem
* Less is more, don`t have too many tools
* Joomla! debugging session as example, different tools in combination

Database design:
* From scratch vs. off the shelf, differences
* Hybrid model
* Think of the information before you go to the technology
* Documentation is extremely important, wiki, tracker

Website cost:
* Getting a sample invoice from a vendor
* Be very aggressive and specific details
* Use standard off the shelf items, custom has unforeseen costs
* Large range of cost</text>
    <sha1>5a449147dddb2b85e9745d23f84c6f2fe02c1ed8</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Session Ideas</title>
  <ns>0</ns>
  <id>146</id>
  <revision>
    <id>654</id>
    <parentid>293</parentid>
    <timestamp>2016-01-14T20:04:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="318" xml:space="preserve">Use this page to suggest or request session topics. We'll try to weave as many as possible into the agenda!

* When project stakeholders have different stakes.
* Post-completion maintenance: when does the project end and routine maintenance begin?
* Pros/Cons of incorporating existing social media tools into projects</text>
    <sha1>59826c1d355d98919e94884ab4fe32dadbc48d61</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Small Website Essentials</title>
  <ns>0</ns>
  <id>147</id>
  <revision>
    <id>655</id>
    <parentid>295</parentid>
    <timestamp>2016-01-14T20:05:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2725" xml:space="preserve">SMALL WEBSITE ESSENTIALS

*Introductions

*Colin's Happy Story and the Flow Chart
"What is a Database-Driven Website?"--&gt;Site able to draw content from different database.  Easier to change &amp; update.


INITIATE

Questions to Begin With:
"What is the goal of the site?"
"Why do we have a website?"
"Who is your audience?"
"Who are the people generating the content?"
"What are their tech/time capacity?"
"What are the institutional constraints?"
"What is the budget range? (short term vs. long term)"
Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"
"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."
RFP (Request For Project)
"What is fixed and/or opened?"
Committees can be a drain on designing a website.
Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.
Trouble in defining logistics for organizations in the planning phase.
Big Question:  SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?
Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?

PLAN

*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need, etc.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible for alerting them about it.
Sarah:  The importance of transparency.
Radha's CMS Nightmare

IMPLEMENTATION

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  i.e. "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.

CLOSE

Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?

TAKE AWAYS</text>
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  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>So You’ve Been Drafted – the Accidental Technology Project Manager</title>
  <ns>0</ns>
  <id>201</id>
  <revision>
    <id>656</id>
    <parentid>403</parentid>
    <timestamp>2016-01-14T20:08:30Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="311" xml:space="preserve">=== Description ===

So you find yourself in the role of a Technology Project Manager - What now?  This session will discuss what you might want to know (and how to learn it), what things you probably don't need to know, and some key factors for success.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>5a14b44cae54eeb6ef4f301766dc1559f1a63be0</sha1>
  </revision>
</page>
<page arvcontinue="20160114190020|609">
  <title>Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
  <ns>0</ns>
  <id>151</id>
  <revision>
    <id>657</id>
    <parentid>526</parentid>
    <timestamp>2016-01-14T20:10:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8591" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

Criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

Example: 
Exchange server versus Google apps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

Case Management: Client Tracking Software. 
Example: Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
Drupal, Joomla!, Plone are the top 3 healthy open source. Why would anyone want to pay. 
1-	learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or time-consuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Example: Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	Training
-	How easy to use
-	To get it running, adjusted
-	Cost of software.. not that big a factor. 

Social solutions: consult with client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run because people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the value to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AH-HA's: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AH-HA. Free, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
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</page>
<page arvcontinue="20160114190020|609">
  <title>Techniques and Tools for Remote Collaboration</title>
  <ns>0</ns>
  <id>153</id>
  <revision>
    <id>658</id>
    <parentid>307</parentid>
    <timestamp>2016-01-14T20:15:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8567" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude


Remote Collaboration. 

Teams in 3 different places team
MAP capacity building. Accounting, legal, strategy plan 
2 teams on different coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modelling. 
Regional, national networks, communities of interest in different places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collab and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

Problems &amp; challenges: 
Keeping everyone on the same page. Don’t exclude those not present.
Software installing
Virgin control with documents – which is most current copy of document edits. 
How to white board on the phone
Budget for tools needed
Get useful updates and understand status of projects 
Confirming understanding
Drawing out quiet members of team
Is it an effective conversation
How to get feedback. 
Keeping people engaged in conversation?
Multi-tasking prevention. 
Creating a venue informal discussions – besides agenda meeting. 
Create energy of interaction and good ideas creation
Culture propagation, eg how to bring in new people

Understanding what people’s capacity is at a given time. 
Coalition and network interactions
1-	creating a zone for cohesive team formation:

tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat w/ one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

Techniques: 

1- Skype. 
Time zone issues. 
Moving technical data, dbases, documents. 
Use Skype works 80% of the time. 
Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
“little good with a curl” good very good; bad atrocious. 
Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
Move algorithms – type it in. 
Email one another. 
You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

2-	Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

3-	How to schedule meetings? 

Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

What about international – no overlapping times. 
No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

4-	Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg., universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations e.g. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

5. shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

6. status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

7. website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AHA:
Communication – easier to sort out
Collaboration – think together simultaneously – harder to tailor to everyone’s need
IM and IRC
Important to establish informal backchannel for office team
Sometimes you have to meet in person. 
Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
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<page arvcontinue="20160114201702|659">
  <title>The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>154</id>
  <revision>
    <id>659</id>
    <parentid>529</parentid>
    <timestamp>2016-01-14T20:17:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9655" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining Scope:
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Trade-offs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

Physiological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own trade-offs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

Design and scope. 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking co-workers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't ahve the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
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</page>
<page arvcontinue="20160114201702|659">
  <title>The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When</title>
  <ns>0</ns>
  <id>155</id>
  <revision>
    <id>660</id>
    <parentid>436</parentid>
    <timestamp>2016-01-14T20:18:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5953" xml:space="preserve">=== Description ===

One of the keys to success in any project is knowing where you are in a project, and what changes can be made when. We will talk about strategies for breaking projects into chunks and phases, how to set criteria and decision points for each phase, using checklists and sign-offs to manage input, and recovery strategies for when your carefully laid plans go awry.

=== Session Notes ===

Notetaker: Ben

* Go round of people, saying goals
** Getter estimating how long projects take
** Software dev estimation - why does the last 10% take 90%
** Good at the known - how to estimate the unknown?
** When is the project closed?
** Pitfalls of time estimation
** Hard communicating projects to client 
** How to communicate our process to clients
** How to reality check vendor timelines
** How do you know where you are at in terms of estimated time
** When you have gone over time, how do you manage that with clients and workers
* Main things
** Tools
*** Favorite tool: the checklist
** Tactics
*** Client sign-offs
*** Narrowing the cone of uncertainty
** Principles
*** Biggest thing: chunking things up to constrain uncertainty -- going over a week on a one-week chunk is not a huge deal, going for 2 months and realizing you're half-way done, is a huge problem
* What are some other ways to approach things?
** As a client with consultants, I give them a drop dead deadline, and work with her programmer to create a timeline, set a fixed budget
** Checkpoint at 80% of project budget
* Never offer a fixed bid on an 8 month development project
* Definitely have a project manager who is staying on top of the status of the project
* New technology is both new technology, but it's also technology you haven't implemented before
* Used an excel spreadsheet do detailed estimate of programmer time, multiplying development time by 3 for ones we haven't done. we lived in the spreadsheet for 3 weeks
* Where we got burnt was value-engineering a budget and project, and we ultimately decided to eat that time. in the future we would ask that consulting time is paid for.
* We want to avoid that feeling that we "just have to get through this" and don't have any time.
* This is really when we're doing something new and different, not regular rollouts
* Use the budget to get client to understand the trade-offs of this feature over that
* We did check against the spreadsheet estimates
* We were very honest with the client about what is possible and owning risks jointly with your client
* Front-load the scary stuff
* Estimate vs actual:
** We export the excel estimate to a CSV, import to salesforce, and map our time-logging to it so we can get really granular -- down to the requirement level.
* Time-logging is mapped through salesforce to the original spreadsheet
* Transparency: it's important to really work together on the checklist, and be sure we really have a complete picture of the project to be sure things don't crop up.
* We chunked things in a way that was completely counter to how the project actually played out on a technical infrastructure level.
* Checklists, should they be provided by programmer or client?
** It's always a negotiation between all parties that have a stake in the work
** There are business milestones, technical milestones, etc.
** It's important to make clear who is responsible for what
* Don't be afraid to advocate for your needs, and to define the project process
* Let's reexamine a project and the pathologies happening
** Why didn't the ui get detailed sooner?
** There was a conflict between what the developers thought the process should be and what would have made more sense for the client and in terms of managing risks
* How much detail do you manage with a project that is already underway?
** If it's already going, at least getting a clear idea of the outcome would be helpful
* What does a client want to know?
** Always over-estimate especially for time
** Want to know the moment there is discomfort in the relationship and the developers are feeling like they can't make it
** Create a place where developers can speak up comfortably
* Estimation
** When a developer says it will take 3 hours, you have to add project management, design and q&amp;a, and contingency -- basically triple it
** Stick to a methodology and evaluate based on it
* What about the situation of a client saying I want X features and X amount of money, how do you handle that? do you lower rate?
** Prioritize. the dollar exercise (divide the dollar among 20 features)
** Everybody can have sticker shock
* Value engineering
** The idea is, try to get as much bang for the buck as possible
** If the client has $60,000 and we give them an estimate for $100,000, what are the features we need to let go of
** Let's try to not do it for free, and be clear about how much the project is really worth with the client even if you do give a little and eat some hours
** Here's a summary:
*** Client: "we have $60,000"
*** Vendor: "it will cost $100,000"
*** Client: "we can't pay that"
*** Vendor: "here's a project we can do for $60,000, and here's what it can do and here's what it can't"
* Question: how many people do a project post-mortem with a client and internally
** I'm a firm believer in this
* One problem I'm dealing with with a current project is that there are so many requirements, I'm actually taking a lot of time simplifying and streamlining features. identifying and cutting those things that will blow up in your face
** Pulling back from specific features to requirements
* Let's have a conversation about meeting client's needs, and be really realistic
* Set up a parking lot, put things in the parking lot you're not going to use right away
* What is a chunk? it's the smallest bit we can show to a user: here's a thing, look!
* Setting up small successes every week
* It's also helpful to figure out what you know and what you don't know, and manage the things you don't know</text>
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<page arvcontinue="20160114201702|659">
  <title>User Testing</title>
  <ns>0</ns>
  <id>161</id>
  <revision>
    <id>661</id>
    <parentid>323</parentid>
    <timestamp>2016-01-14T20:25:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="20294" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
- Laura: Go around the room!
- Tom: Point of Pain Personally
- Harvey: Need to get admins to listen to me
- Debbie:
- Trinh: Getting it right the first round sets things off right
- Spensor: Attempting to go paperless so more users using systems and how to get feedback
- Amanda: Large diverse org. need to collaborate &amp; pull people in early
- Briana: Same as amanda
- David: More of the same :)
- Jon: Eval &amp; Measurement
- Katey (?): Custom Dev. -- Design for development &amp; how to do that.
- Ken: Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
- Karen: Interested in the whole understanding site from user perspecitve
- Melinda: Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===
- Laura: Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.
- Laura: There's a whole span of user research.  Up-front to understad incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interative process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).
- Laura: Questions, reactions, etc.
- Karen: Card sorting?
- Laura: I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).
- Melida: I have been the subject....then what do you do?
- Laura: There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).
- Karen: What part of the process do you do this?
- Laura: Design level after you have a scope for the process.
  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labeled to get cues as to where to put things.
- Karen: These are the *end users* (either part of org. or otherwise)...do you pay 'em?
- Laura: Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?
- Melinda: This is the best idea I've heard in 3 years!
- Laura: It's a time-honored technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.
- Melinda: Seems like an easy way to get everyone involved.
- Jon: What are you trying to get...attitude, analysis?
- Laura: You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.
- Melinda: What about a survey to do the same thing?
- Tom: We've used questionaires for features!
- Katie: user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?
- Laura: Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.
- Melinda: Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.
- Laura: Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.
- Tom: The Humane Interface
- Melinda: Accessibility?  Is that still out there &amp; how does that interact with this?
- Laura: This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===
- Laura: Surveys are one method for understanding users' desires.&lt;br&gt;
- Katie: Observation -- just watch users use the site and take notes.  We werew considering using gotomeeting(.com) to watch users use what you've developed for them.&lt;br&gt;
- Laura: User test the current software or competitor's sites (or similar sites) to see how people use them.&lt;br&gt;
- Briana: What do you watch for?&lt;br&gt;
- Katie: We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.
- Laura: I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".
- Melinda: It's important to not to pre-training.
- Laura: You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.
- Amanda: I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?
- Laura: Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  YOu'd probably need to do 4 or 5 in a particular group.
- Melinda: I need to know how literate the potential users are.
- Laura: I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus gropu to ask them questions in aggregate.  I'm not a big fan since they give the illusion of gropu data, but it's not *actually* that you've probably got only one or two.
- Brianna: In an interview series, what questions would you ask?
- Laura: You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.
- Melinda: People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.
- Laura: To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activites in the neighborhood.
- Melinda: We need to figure out how to include the content of the video tapes.
- Jon: Is the goal to increase the broad usership of the site or to raise money?
- Laura: A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.
- Jon: If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.
- Melinda: At a certain point you need to ask people.
- Spenser: ideas.salesforce.com -- if you have a feature reuqest that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.
- Laura: If you had a motivated user base, then that might work quite well.&lt;br&gt;
- Laura: I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"
- Jon: One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one.  YOu need to ask efficacy and user base quesitons first.
- Melinda: Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.
- Amanda: There are priority levels with various pieces of content.
- Jon: Do you have questionaires, do people fill 'em out?
- Amanda: Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.
- Jon: Analyze by click?
- Amanda: Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.
- Jon: It's not very personal to just have a generic questionaire.
- Laura: Other questions?
- Ken: I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).
- Laura: How are you using web stats?
- Melinda: I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.
- Ken: How do you react when audiences do something counter-intuitive?
- Brianna: One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.
- Jon: Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.
- Spenser: Then maybe you create the form for recommendations.
- Brianna: We're getting comments on the blog too and lots of people get very involved there.
- Laura: In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very pastionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnograpic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.
- Debbie: One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.
- Katie: It's scary to make yourself vunerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."
- Laura: There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.
- Brianna: Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?
- Melinda: E.g. "What is tagging?"
- Katie: I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda definining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.
- Jon: Is that beta testing?  Isn't there a big difference in the two audiences?
- Katie: Also user testing on back-end and that's what I'm thinking of here.
- Laura: I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.
- Melinda: Establishing a framework out front including terminology might help.
- Debbie: We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.
- Ken: How do you get the person to buy-in on that?
- Debbie: It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.
- Ken: I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.
- Debbie: It was very clear form the start of the project.
- Melinda: But the ED might have interfered with the collab.
- Debbie: YOu can't talk her out of everything!
- Jon: Did she need to suspend disbelief?
- Debbie: She just has lots of opinions.
- Jon: Boundary establishment.
- Debbie: It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.
- Karen: You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.
- Debbie: It was a very fast turnaround so everyone knew we needed to keep it quick as possible.
- Harvey: We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.
- Laura: So were you cutting controversial things?
- Harvey: It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!
- Laura: There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?
- Tom: Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overriden by admin."
- Laura: Will this work for internal projects?
- All: NO!
- Ken: I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.
- Tom: I have ruled with an iron fist and insisted on getting people to work with me a certain way.
- Ken: Yeah, that won't work for me with my internal code of ethics.
- Harvey: I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"
- Laura: End of Time.  Takeaways/Ah-has?
- Katie: Card sorting
- Ken: Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.
- Jon: It's too amorphous a subject.
- Melinda: I like to hear that others are trying to use statitistics
- Debbie: It was inform with nothing written. (Going live June 16th)
- Katie: The resources that were thrown out there.
- Debbie: TCG is design and CivicAction is doing back-end.</text>
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  <revision>
    <id>662</id>
    <parentid>661</parentid>
    <timestamp>2016-01-14T20:27:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="20394" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
- Laura: Go around the room!
- Tom: Point of Pain Personally
- Harvey: Need to get admins to listen to me
- Debbie:
- Trinh: Getting it right the first round sets things off right
- Spensor: Attempting to go paperless so more users using systems and how to get feedback
- Amanda: Large diverse org. need to collaborate &amp; pull people in early
- Briana: Same as amanda
- David: More of the same :)
- Jon: Eval &amp; Measurement
- Katey (?): Custom Dev. -- Design for development &amp; how to do that.
- Ken: Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
- Karen: Interested in the whole understanding site from user perspecitve
- Melinda: Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===
- Laura: Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.
- Laura: There's a whole span of user research.  Up-front to understad incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interative process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).
- Laura: Questions, reactions, etc.
- Karen: Card sorting?
- Laura: I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).
- Melida: I have been the subject....then what do you do?
- Laura: There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).
- Karen: What part of the process do you do this?
- Laura: Design level after you have a scope for the process.
  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labeled to get cues as to where to put things.
- Karen: These are the *end users* (either part of org. or otherwise)...do you pay 'em?
- Laura: Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?
- Melinda: This is the best idea I've heard in 3 years!
- Laura: It's a time-honored technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.
- Melinda: Seems like an easy way to get everyone involved.
- Jon: What are you trying to get...attitude, analysis?
- Laura: You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.
- Melinda: What about a survey to do the same thing?
- Tom: We've used questionaires for features!
- Katie: user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?
- Laura: Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.
- Melinda: Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.
- Laura: Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.
- Tom: The Humane Interface
- Melinda: Accessibility?  Is that still out there &amp; how does that interact with this?
- Laura: This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===
- Laura: Surveys are one method for understanding users' desires.&lt;br&gt;
- Katie: Observation -- just watch users use the site and take notes.  We werew considering using gotomeeting(.com) to watch users use what you've developed for them.&lt;br&gt;
- Laura: User test the current software or competitor's sites (or similar sites) to see how people use them.&lt;br&gt;
- Briana: What do you watch for?&lt;br&gt;
- Katie: We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.&lt;br&gt;
- Laura: I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".&lt;br&gt;
- Melinda: It's important to not to pre-training.&lt;br&gt;
- Laura: You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.&lt;br&gt;
- Amanda: I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?&lt;br&gt;
- Laura: Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  YOu'd probably need to do 4 or 5 in a particular group.&lt;br&gt;
- Melinda: I need to know how literate the potential users are.&lt;br&gt;
- Laura: I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of gropu data, but it's not *actually* that you've probably got only one or two.&lt;br&gt;
- Brianna: In an interview series, what questions would you ask?&lt;br&gt;
- Laura: You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.&lt;br&gt;
- Melinda: People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.&lt;br&gt;
- Laura: To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activites in the neighborhood.&lt;br&gt;
- Melinda: We need to figure out how to include the content of the video tapes.&lt;br&gt;
- Jon: Is the goal to increase the broad usership of the site or to raise money?&lt;br&gt;
- Laura: A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.&lt;br&gt;
- Jon: If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.&lt;br&gt;
- Melinda: At a certain point you need to ask people.&lt;br&gt;
- Spenser: ideas.salesforce.com -- if you have a feature reuqest that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.&lt;br&gt;
- Laura: If you had a motivated user base, then that might work quite well.&lt;br&gt;
- Laura: I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"&lt;br&gt;
- Jon: One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one.  YOu need to ask efficacy and user base quesitons first.&lt;br&gt;
- Melinda: Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.&lt;br&gt;
- Amanda: There are priority levels with various pieces of content.&lt;br&gt;
- Jon: Do you have questionaires, do people fill 'em out?&lt;br&gt;
- Amanda: Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.&lt;br&gt;
- Jon: Analyze by click?&lt;br&gt;
- Amanda: Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.
- Jon: It's not very personal to just have a generic questionaire.
- Laura: Other questions?
- Ken: I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).
- Laura: How are you using web stats?
- Melinda: I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.
- Ken: How do you react when audiences do something counter-intuitive?
- Brianna: One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.
- Jon: Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.
- Spenser: Then maybe you create the form for recommendations.
- Brianna: We're getting comments on the blog too and lots of people get very involved there.
- Laura: In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very pastionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnograpic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.
- Debbie: One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.
- Katie: It's scary to make yourself vunerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."
- Laura: There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.
- Brianna: Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?
- Melinda: E.g. "What is tagging?"
- Katie: I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda definining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.
- Jon: Is that beta testing?  Isn't there a big difference in the two audiences?
- Katie: Also user testing on back-end and that's what I'm thinking of here.
- Laura: I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.
- Melinda: Establishing a framework out front including terminology might help.
- Debbie: We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.
- Ken: How do you get the person to buy-in on that?
- Debbie: It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.
- Ken: I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.
- Debbie: It was very clear form the start of the project.
- Melinda: But the ED might have interfered with the collab.
- Debbie: YOu can't talk her out of everything!
- Jon: Did she need to suspend disbelief?
- Debbie: She just has lots of opinions.
- Jon: Boundary establishment.
- Debbie: It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.
- Karen: You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.
- Debbie: It was a very fast turnaround so everyone knew we needed to keep it quick as possible.
- Harvey: We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.
- Laura: So were you cutting controversial things?
- Harvey: It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!
- Laura: There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?
- Tom: Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overriden by admin."
- Laura: Will this work for internal projects?
- All: NO!
- Ken: I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.
- Tom: I have ruled with an iron fist and insisted on getting people to work with me a certain way.
- Ken: Yeah, that won't work for me with my internal code of ethics.
- Harvey: I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"
- Laura: End of Time.  Takeaways/Ah-has?
- Katie: Card sorting
- Ken: Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.
- Jon: It's too amorphous a subject.
- Melinda: I like to hear that others are trying to use statitistics
- Debbie: It was inform with nothing written. (Going live June 16th)
- Katie: The resources that were thrown out there.
- Debbie: TCG is design and CivicAction is doing back-end.</text>
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  <revision>
    <id>670</id>
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    <timestamp>2016-01-14T22:18:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
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    <text bytes="20399" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
- Laura: Go around the room!
- Tom: Point of Pain Personally
- Harvey: Need to get admins to listen to me
- Debbie:
- Trinh: Getting it right the first round sets things off right
- Spensor: Attempting to go paperless so more users using systems and how to get feedback
- Amanda: Large diverse org. need to collaborate &amp; pull people in early
- Briana: Same as amanda
- David: More of the same :)
- Jon: Eval &amp; Measurement
- Katey (?): Custom Dev. -- Design for development &amp; how to do that.
- Ken: Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
- Karen: Interested in the whole understanding site from user perspective
- Melinda: Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===
- Laura: Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.
- Laura: There's a whole span of user research.  Up-front to understand incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interactive process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).
- Laura: Questions, reactions, etc.
- Karen: Card sorting?
- Laura: I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).
- Melida: I have been the subject....then what do you do?
- Laura: There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).
- Karen: What part of the process do you do this?
- Laura: Design level after you have a scope for the process.
  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labelled to get cues as to where to put things.
- Karen: These are the *end users* (either part of org. or otherwise)...do you pay 'em?
- Laura: Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?
- Melinda: This is the best idea I've heard in 3 years!
- Laura: It's a time-honoured technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.
- Melinda: Seems like an easy way to get everyone involved.
- Jon: What are you trying to get...attitude, analysis?
- Laura: You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.
- Melinda: What about a survey to do the same thing?
- Tom: We've used questionnaires for features!
- Katie: user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?
- Laura: Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.
- Melinda: Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.
- Laura: Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.
- Tom: The Humane Interface
- Melinda: Accessibility?  Is that still out there &amp; how does that interact with this?
- Laura: This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===
- Laura: Surveys are one method for understanding users' desires.&lt;br&gt;
- Katie: Observation -- just watch users use the site and take notes.  We were considering using gotomeeting(.com) to watch users use what you've developed for them.&lt;br&gt;
- Laura: User test the current software or competitor's sites (or similar sites) to see how people use them.&lt;br&gt;
- Briana: What do you watch for?&lt;br&gt;
- Katie: We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.&lt;br&gt;
- Laura: I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".&lt;br&gt;
- Melinda: It's important to not to pre-training.&lt;br&gt;
- Laura: You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.&lt;br&gt;
- Amanda: I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?&lt;br&gt;
- Laura: Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  YOu'd probably need to do 4 or 5 in a particular group.&lt;br&gt;
- Melinda: I need to know how literate the potential users are.&lt;br&gt;
- Laura: I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of gropu data, but it's not *actually* that you've probably got only one or two.&lt;br&gt;
- Brianna: In an interview series, what questions would you ask?&lt;br&gt;
- Laura: You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.&lt;br&gt;
- Melinda: People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.&lt;br&gt;
- Laura: To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activites in the neighborhood.&lt;br&gt;
- Melinda: We need to figure out how to include the content of the video tapes.&lt;br&gt;
- Jon: Is the goal to increase the broad usership of the site or to raise money?&lt;br&gt;
- Laura: A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.&lt;br&gt;
- Jon: If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.&lt;br&gt;
- Melinda: At a certain point you need to ask people.&lt;br&gt;
- Spenser: ideas.salesforce.com -- if you have a feature reuqest that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.&lt;br&gt;
- Laura: If you had a motivated user base, then that might work quite well.&lt;br&gt;
- Laura: I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"&lt;br&gt;
- Jon: One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one.  YOu need to ask efficacy and user base questions first.&lt;br&gt;
- Melinda: Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.&lt;br&gt;
- Amanda: There are priority levels with various pieces of content.&lt;br&gt;
- Jon: Do you have questionnaires, do people fill 'em out?&lt;br&gt;
- Amanda: Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.&lt;br&gt;
- Jon: Analyze by click?&lt;br&gt;
- Amanda: Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.
- Jon: It's not very personal to just have a generic questionnaire.
- Laura: Other questions?
- Ken: I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).
- Laura: How are you using web stats?
- Melinda: I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.
- Ken: How do you react when audiences do something counter-intuitive?
- Brianna: One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.
- Jon: Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.
- Spenser: Then maybe you create the form for recommendations.
- Brianna: We're getting comments on the blog too and lots of people get very involved there.
- Laura: In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very passionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnographic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.
- Debbie: One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.
- Katie: It's scary to make yourself vulnerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."
- Laura: There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.
- Brianna: Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?
- Melinda: E.g. "What is tagging?"
- Katie: I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda defining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.
- Jon: Is that beta testing?  Isn't there a big difference in the two audiences?
- Katie: Also user testing on back-end and that's what I'm thinking of here.
- Laura: I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.
- Melinda: Establishing a framework out front including terminology might help.
- Debbie: We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.
- Ken: How do you get the person to buy-in on that?
- Debbie: It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.
- Ken: I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.
- Debbie: It was very clear form the start of the project.
- Melinda: But the ED might have interfered with the collab.
- Debbie: YOu can't talk her out of everything!
- Jon: Did she need to suspend disbelief?
- Debbie: She just has lots of opinions.
- Jon: Boundary establishment.
- Debbie: It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.
- Karen: You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.
- Debbie: It was a very fast turnaround so everyone knew we needed to keep it quick as possible.
- Harvey: We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.
- Laura: So were you cutting controversial things?
- Harvey: It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!
- Laura: There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?
- Tom: Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overridden by admin."
- Laura: Will this work for internal projects?
- All: NO!
- Ken: I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.
- Tom: I have ruled with an iron fist and insisted on getting people to work with me a certain way.
- Ken: Yeah, that won't work for me with my internal code of ethics.
- Harvey: I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"
- Laura: End of Time.  Takeaways/Ah-has?
- Katie: Card sorting
- Ken: Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.
- Jon: It's too amorphous a subject.
- Melinda: I like to hear that others are trying to use statistics
- Debbie: It was inform with nothing written. (Going live June 16th)
- Katie: The resources that were thrown out there.
- Debbie: TCG is design and CivicAction is doing back-end.</text>
    <sha1>a394c3564a15c7d8849cb59a61769d1e032169e6</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>167</id>
  <revision>
    <id>663</id>
    <parentid>438</parentid>
    <timestamp>2016-01-14T20:37:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2574" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's his experience
* The Web Development Process includes all areas of the nonprofit and thus requires buy in from most staffmembers
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael share's his experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
*Must communication website vision&lt;br&gt;
*Must articulate goals&lt;br&gt;
*Do a content inventory of current site&lt;br&gt;
*John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the process more complex and delayed.&lt;br&gt;
*Focus on developing a dialogue with the visitors of your site.
*Content contribution doesn't necessarily have to be democratic among staffmembers; better content is developed by authors with a focused message.&lt;br&gt;
*7 choices or less of weblinks on a page.</text>
    <sha1>947952c0c7b137f481f440f523358f9b04e99527</sha1>
  </revision>
  <revision>
    <id>667</id>
    <parentid>663</parentid>
    <timestamp>2016-01-14T20:46:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2574" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

Notetaker: Katie

== Possible Topics ==
1. How to resolve the site architecture development with partners: consultants and design firms&lt;br&gt;
2. Typical discovery questions to lead to accurate design and development specifications&lt;br&gt;
3. Managing the current content inventory and content mapping&lt;br&gt;

== Agenda ==
1. Introductions and Concerns&lt;br&gt;
2. John Share's his experience
* The Web Development Process includes all areas of the Nonprofit and thus requires buy in from most staffmembers
* Making sure that the website serves as a dialogue between constituents and organization instead of a one way advertisement
3. Michael share's his experience with Content Mapping
* Client created user stories so that during the entire migration, his team could filter down exactly what content they needed and how the site architecture should really function.
* The functional spec took a whole year to develop because it required the organization to reflect on its internal philosophies and public message (via content).
* Had to write custom scripts and 404 pages to redirect old Google indexes
* Looked at web stats to further determine proper site architecture
4. Multiple discussions on the advantages of technical knowledge of a Project Manager and shielding the client from the designer and developer at initial stage&lt;br&gt;
5. Discussion on range of RFP bids
* Template for RFP's?
** [http://veerle.duoh.com/blog/comments/guidelines_for_a_request_for_proposal_rfp Guidelines for a Request For Proposal]
6. Discussion of project managers estimating accurate project budget based on initial discovery process and the difficulties
7. Precaution of showing the client intermediate steps because they have problems getting past exactly what they are seeing

== Advice: ==
*Must communication website vision&lt;br&gt;
*Must articulate goals&lt;br&gt;
*Do a content inventory of current site&lt;br&gt;
*John makes the note in contracts to mention that the website development process may usurp issues with business processes and management practices that may make the process more complex and delayed.&lt;br&gt;
*Focus on developing a dialogue with the visitors of your site.
*Content contribution doesn't necessarily have to be democratic among staffmembers; better content is developed by authors with a focused message.&lt;br&gt;
*7 choices or less of weblinks on a page.</text>
    <sha1>212dc81dbbd52023bec0bf443b0a306add2b03d2</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>User testing processes and getting info from users</title>
  <ns>0</ns>
  <id>163</id>
  <revision>
    <id>664</id>
    <parentid>477</parentid>
    <timestamp>2016-01-14T20:37:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4647" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* Functional Testing - does it do what you want it to do?
* Usability Testing - can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "AH-HA's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>07c36c753e5259dbb274de0dbaf36fd72f008c0b</sha1>
  </revision>
  <revision>
    <id>665</id>
    <parentid>664</parentid>
    <timestamp>2016-01-14T20:39:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4647" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* Functional Testing - Does it do what you want it to do?
* Usability Testing - Can average people use it?

===Functionalality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "AH-HA's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can ehlp drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>b04e00ba2ef3113c51798fe29bd534b88a638226</sha1>
  </revision>
  <revision>
    <id>668</id>
    <parentid>665</parentid>
    <timestamp>2016-01-14T22:15:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4645" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* Functional Testing - Does it do what you want it to do?
* Usability Testing - Can average people use it?

===Functionality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.


===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "AH-HA's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usabitliy===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can help drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
    <sha1>1833cd1fbe8ba2e5e811d7a5511cd3d0012d8a36</sha1>
  </revision>
  <revision>
    <id>669</id>
    <parentid>668</parentid>
    <timestamp>2016-01-14T22:16:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4644" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* Functional Testing - Does it do what you want it to do?
* Usability Testing - Can average people use it?

===Functionality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "we won't consider this finished until _____ " and having some kind of document to fill in the blank.

===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "AH-HA's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usability===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can help drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
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</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>175</id>
  <revision>
    <id>666</id>
    <parentid>479</parentid>
    <timestamp>2016-01-14T20:41:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7318" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

Eric asks for a go around on what our database experiences have been.

Eric throws out a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

Troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. Security is also often a huge concern because sensitive data.

Eric asks us to tells some stories about security trouble.  Tanya tells us about an experience at move on, like rate limiting access to data. Eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

Tom suggests that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

Eric ask how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how realistic their estimates are. Ian asks, how do we gauge for the unexpected, no one seems to know.

Melinda talks about the fact that people don't expect thing to be on time exactly.

Tanya talks about her hope that you will tell her rather than pretend since she might then decide to scrap that feature.

Tom suggest that prioritizing things is super important to that and being clear about what is possible.

Anna talks about her engineers want for good detailed descriptions.  

Eric talks about estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

Mark talks about good introduction planning and approaching scope as a good intro planning phase.  

Ian tells stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

Hanna talks about using the trade off, making sure that people know that features are often a trade off.  as well as identifying what is core functionality.

Eric suggests over delivery and under promise.  

Debbie suggests that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

Eric suggests a to-do list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

Melinda says a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularly can be very hard because the testers are busy.

Eric talk about ways to model the idea as a test.  Ian says you are testing the person not the code.  

Tom talks about the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

Hanna talk about making them think through all the reports, making them think about what output or report they will want early on.  

Tanya suggests that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

Eric asks us about communication styles.

Bergan talks about doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

Hanna suggest a weekly email report of what people are doing.   Catherine talks about using instant messenger or basecamp to keep up really up to date in the moment.

Mike talks about using the application camp fire.  

Eric talk about always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

Tom talks about the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

Bergen suggest that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

Tanya asks what kinda language you would use to describe the project.   

Eric defines RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 

Tanya asks what is scope.  Tom answers that it is a very detailed description of the project. 

Anna talks about scope docs as being really detailed down to each page.

Mark talks about specs as being more about the actually technical requirements, what technical things need to happen. 

Eric talks about a spec as being rewritten by contractors and developer as a part of any process.

Tom says that scope is implementation path while spec is more a general itemized list of technical points.

Eric says know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

Anna, talks about training and documentation as being an important part of ending the project.

Eric suggest that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

Anna talk about how projects never really end because people can always think of something else they might want.

Tom talks about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

Eric asks us to talk about data migration challenges and ideas.

Folks talk about the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 

Eric talk about data cleanup and how it's a partnership to clean the data.

Anna asks folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.

Tanya suggests a contest to get staff to do tedious things, like giving away iPhones for uploading data</text>
    <sha1>c6cce736a2206a814e3c7f1e2cf6668ac895e2f7</sha1>
  </revision>
  <revision>
    <id>677</id>
    <parentid>666</parentid>
    <timestamp>2016-01-14T22:26:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7318" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

Eric asks for a go around on what our database experiences have been.

Eric throws out a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

Troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. Security is also often a huge concern because sensitive data.

Eric asks us to tells some stories about security trouble.  Tanya tells us about an experience at move on, like rate limiting access to data. Eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

Tom suggests that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

Eric ask how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how realistic their estimates are. Ian asks, how do we gauge for the unexpected, no one seems to know.

Melinda talks about the fact that people don't expect thing to be on time exactly.

Tanya talks about her hope that you will tell her rather than pretend since she might then decide to scrap that feature.

Tom suggest that prioritizing things is super important to that and being clear about what is possible.

Anna talks about her engineers want for good detailed descriptions.  

Eric talks about estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

Mark talks about good introduction planning and approaching scope as a good intro planning phase.  

Ian tells stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

Hanna talks about using the trade off, making sure that people know that features are often a trade off.  as well as identifying what is core functionality.

Eric suggests over delivery and under promise.  

Debbie suggests that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

Eric suggests a to-do list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

Melinda says a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularly can be very hard because the testers are busy.

Eric talk about ways to model the idea as a test.  Ian says you are testing the person not the code.  

Tom talks about the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

Hanna talk about making them think through all the reports, making them think about what output or report they will want early on.  

Tanya suggests that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

Eric asks us about communication styles.

Bergan talks about doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

Hanna suggest a weekly email report of what people are doing.   Catherine talks about using instant messenger or Basecamp to keep up really up to date in the moment.

Mike talks about using the application camp fire.  

Eric talk about always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

Tom talks about the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

Bergen suggest that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

Tanya asks what kinda language you would use to describe the project.   

Eric defines RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 

Tanya asks what is scope.  Tom answers that it is a very detailed description of the project. 

Anna talks about scope docs as being really detailed down to each page.

Mark talks about specs as being more about the actually technical requirements, what technical things need to happen. 

Eric talks about a spec as being rewritten by contractors and developer as a part of any process.

Tom says that scope is implementation path while spec is more a general itemized list of technical points.

Eric says know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

Anna, talks about training and documentation as being an important part of ending the project.

Eric suggest that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

Anna talk about how projects never really end because people can always think of something else they might want.

Tom talks about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

Eric asks us to talk about data migration challenges and ideas.

Folks talk about the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 

Eric talk about data cleanup and how it's a partnership to clean the data.

Anna asks folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.

Tanya suggests a contest to get staff to do tedious things, like giving away iPhones for uploading data</text>
    <sha1>aa93413e17d2716ee98009239c20fe0f717d8892</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>Web Project Fundamentals</title>
  <ns>0</ns>
  <id>165</id>
  <revision>
    <id>671</id>
    <parentid>331</parentid>
    <timestamp>2016-01-14T22:20:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2852" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''involve stake holders'''

Seth encourages folks to involve them often and early


'''invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

ah ha's 

- seeing your software from the perspective of managers

- the idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>82914aeb86358f8b6db2a04f8ae11929186b6fdd</sha1>
  </revision>
  <revision>
    <id>672</id>
    <parentid>671</parentid>
    <timestamp>2016-01-14T22:20:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2852" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''involve stake holders'''

Seth encourages folks to involve them often and early


'''invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

AH-HA's 

- seeing your software from the perspective of managers

- the idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>dffc4f8e620d82a2ce3c7153bc4be84361670127</sha1>
  </revision>
  <revision>
    <id>673</id>
    <parentid>672</parentid>
    <timestamp>2016-01-14T22:21:16Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2852" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

AH-HA's 

- seeing your software from the perspective of managers

- the idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>4952966d50205f64959b2cfd61efda846d4c7459</sha1>
  </revision>
  <revision>
    <id>674</id>
    <parentid>673</parentid>
    <timestamp>2016-01-14T22:21:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2852" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

AH-HA's 

- Seeing your software from the perspective of managers

- The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>d562738666e44c41352efbd13a5819722c77fa26</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Brainstorm</title>
  <ns>0</ns>
  <id>168</id>
  <revision>
    <id>675</id>
    <parentid>337</parentid>
    <timestamp>2016-01-14T22:23:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="172" xml:space="preserve">We'll using the final circle as a time to brainstorm how to continue our collaboration and sustain the community of practice around Nonprofit Technology Project Management.</text>
    <sha1>583cca3a0ef3292ade49e9f07a3cd76ac63e327d</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>171</id>
  <revision>
    <id>676</id>
    <parentid>343</parentid>
    <timestamp>2016-01-14T22:24:50Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6475" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

====
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>b1a6993ab5c5113e5257651dda9c9c9da1a0ea03</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>176</id>
  <revision>
    <id>678</id>
    <parentid>532</parentid>
    <timestamp>2016-01-14T22:27:30Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="594" xml:space="preserve">=== Description ===

While a best practice for Nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don’t exist. But software development is not a core competency of most Nonprofits, and too often Nonprofit Software Development Efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
    <sha1>e7d8162bd832f840bf0508e4c2566113f8af11dc</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Methods in Selecting Software</title>
  <ns>0</ns>
  <id>178</id>
  <revision>
    <id>679</id>
    <parentid>480</parentid>
    <timestamp>2016-01-14T22:30:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4230" xml:space="preserve">How do you balance the need to pick great software with the need to not spend a year full time doing it?  We'll talk about processes and methods - including Idealware's research methods for understanding what software is available in a particular area - that can help.

== Seth &amp; Laura -- Software Selection ==

== Ahas ==
* Psychological and cultural divide between technies and the mission that is inimitable to your interest.
Seems that there has to be some fundamental understanding of how the technology works, and if you don't have that ....
* The concept of good enough.
* Great idea to use others RFPs at shortcut feature list.
* Happy that others agreed that RFP's can be a waste of time
* Challenges can be very similar, but solutions very different.

== Session ==
Seth

* For CMS, picked tech first (Drupal), then put out RFP without specifying platform
* For CRM, picked platform first (salesforce), then put out RFP for customizing/implementing.

Robert

* Long complex RFP processes often a waste of time. 
* Short RFP (5-10) pages make a lot more sense, 
* Some vendors refuse to respond to RFP's, unless there is an existing relationship

Laura
* We are in bad cycle of RFP abuse
* Lots of web site vendors won't respond to RFPs

Jonathan 
* What do non-profits think about contracts

Kimberly
* Contracts help define relationship and build it out

Arthur
* Contract is valuable symbol, memorializes

Robert
Always write a proposal for clients, and always write a scope of work * different from RFP

NAME
* RFP has a bad stamp to it

Laura
* Idealware is a non-profit that provides information on software
* Two methodologists
  * look at what a market [set of features] looks like
  * find 5-10 experts, interview them, find out what considerations are, market leading products

* Detailed tool comparison reports (example, doing grant management tools) 
  * 10-20 people 
  * Vendor demos are followed by creation of rubric
  * Nonprofits could use variation of this method

Seth
* Method depends on size of org. large orgs bring in the vendors to demo the software. smaller orgs (&lt;20 staff) do informal research.

Cinderella
* How do we find out the top 3 software choices for list mgmt?

[Name]
How do I find references?
* Ask vendors for references
* Check out social source commons, socialsourcecommongs.org
* Just google and find references, then follow up by a email.


Joe

I don't have time to join all these groups and do all this research. How do I get answers quickly.
* Look at market leaders
* Find something good enough

Joe

How to pick calendar sharing application
Look at 
* Cost
* Ease of use
* Ease to implement
* Interoperability with outlook
* Low support burden, no extra work for technies.

Laura and Dyana

How do we define needs?
What is your system for coming up with a checklist?

Arthur
* We are not that systematic, we are intuitive

Ken
* Even though we are more structured, we have lots of false starts

Joe
* Sit down and have a meeting, make a proposal for something that meets your needs

Robert
* This is a place where other people's RFPs are very useful
* Look at other people's RFP for ideas, features to prioritize

Seth
* Keep ongoing list of needs, problems noticed
* Sit down with tech consultant

Laura

Get demos early in the process to know what is possible.

Arthur

Adoption can be a problem, if leader doesn't drive best practices and adoption, often doesn't happen.

Name?

Have group brainstorming and prioritizing. Do a 3 hour meeting with everybody in the room, as opposed to individual meetings.

Laura
* Knowledge of what is possible
* Knowledge of what tools exist
* Understanding organizational and people's needs

Seth
How to rationally set a budget?
* Look at how tech relates to mission
* Look at how tech relates to income.
* Look at staff time / money saved
* Factor in if is generates income

Consultant experience of what people pay for /budget for a donor database * seems totally arbitrary.

.... Missed some stuff ....

David

Don't forget asking your peers, friends and colleagues offline. Call up people and ask them what they use.

Seth

Put out queries on progressive-exchange mailing list. But may get lots of private responses from vendors.</text>
    <sha1>1190601cc502b12cf01bbe5d9513436ad2bc9eba</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Opening Discussions - Project Management Principles</title>
  <ns>0</ns>
  <id>180</id>
  <revision>
    <id>680</id>
    <parentid>361</parentid>
    <timestamp>2016-01-14T22:32:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="623" xml:space="preserve">=== Description ===

We'll kick off MNTP with five parallel "Project Management Principles" sessions to establish a shared language as participants move through the event. Participants will be able to select which of the five discussions they'll join, and each group will report key outcomes back to the larger group.

These sessions are intended to start people thinking and sharing knowledge about some of the key best practices and challenges in Nonprofit Technology Project Management, and how they apply to real life.  They're geared to help form a common vocabulary and conceptual framework for the rest of the event.</text>
    <sha1>de4e481f353fbab764adb711d2a4626351209a2f</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:PM Principles - Advanced Web Projects</title>
  <ns>0</ns>
  <id>181</id>
  <revision>
    <id>681</id>
    <parentid>363</parentid>
    <timestamp>2016-01-14T22:35:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12078" xml:space="preserve">Notetaker: Tom

[Lessons Learned/Elevator Advice]
  - Tanya Africa (MoveOn)
    * Electoral Get Out The Vote software
    * Programmers say that a &lt;something&gt; tool will break, listen to them!
  - Debbie
    * Need staff buy-in
  - Lisa (Sigma Consulting)
    * Listen (x3) &amp; talk to stakeholders
  - Michelle (quilted)
    * Make sure everyone on same page from start (scope, esp.)
  - An Chow (Dreamfish)
    * Ditto above)
  - Harvey
    * Know stakeholders
    * Workflow improvement
  - Andre (Rockford)
    * Astonished at proliferation (&amp; pace of) tools and keeping track is tough
  - Dan (Maplite.org)
    * Make graphical mockup of UI early!!  Helps get support :)
  - Karen (Sophia's Garden)
    * Stay true to your vision but be flexible in implementation
  - Katherine
    * Clear requirements otherwise you'll solve the wrong problem
  - Ben
    * Mockup early!! Building in reflection early &amp; often!!
  - Tom
    * Be sure to get right reqs.
  - Arthur (energy action)
    * Mockups: get specific tangible instead of moving forward before full talk-through
  - David (Radical Designs)
    * x4 -- x100 hours quote by devs!!  Educate client on impact of scope change are (exponential &amp; how late changes are even *worse*)


  - Dan: find that outlining features &amp; future ideas to enable devs to dev better
  - David: much pain comes from a lack of frontloading &amp; planning
    * Heard some tools &amp; tactics
  - Lisa: Challenge to convince org to spend resources on frontloading is tough.  Purchase something before deciding on what is needed.  tough to get investment in planning.
  - Harvey: We need this solved!! Ask why :)  Gotta know on the very basic level of who is going to use the software and *HOW*.  Gotta fill the needs of end users.  Get all stakeholders involved early
  - Tanya: One solution is to gather stakeholders.  Having the meeting will trick people into planning!  Panic button option: demo how if feature Q doesn't work, here's what will happen.  Use one good example!
  - Tom: Give clients the "wrong" option so they come back with the right one.
  - Arthur: Give the mockup so people can form opinions
  - Ben: Me Too
  - Karen: Turned a tech matrix into a mindmap.  Then used it to identify users and what functions mapped to users.  Combination of user story with tech matrix.  Easier to use graphical elements (like icons) to visually represent features and concepts and relations.  Want to ensure people *understand*
  - Harvey: Started document when had a personal lull and that forced people to create a timeframe &amp; team.  Needed to get something out there in order to get people to start thinking about this sort of thing.  Several teams need to collaborate on a regular basis!!  Team A needs Team  B to finish their part before they can continue.  Ownership over a given feature does not mean complete independence.
  - David: Lots tools to kickstart process
    * Initial Planning Doc
    * UI Mockups
    * User Stories
    * Technology matrices
    * Timelines / Dependencies
    * Core Features Identification
    * Scoping the Planning Process
    * Decision Timeline &amp; Ownership
    * Mapping out roles of the team
  - Tanya: Scoping Planning Process turns into planning the program &amp; need to demand some early decision making.  Use standard doc that describes programmatic model as a living doc.  Becomes an authoratative reference for the *program*
  - Debbie: Decision timeline &amp; ownership to figure out *who* has to be at which meetings and what the timeframes are
  - Lisa: Have a project champion who is responsible for keeping on timeline.  If 1 person falls behind it affects the whole project
  - Tom: Keep 'em focused on one project
  - Lisa: CEO, ED, etc. -- someone who has decision-making authority but isn't involved in implementation of project makes great project champion.

  - Ben: Mapping out roles of the team.  How to do this &amp; what is the "right" amount of detail and how to get buy-in
  - Harvey: Initial research &amp; getting down to the nitty-gritty of stakeholders &amp; workflows is important to figure out *WHAT* is important and can filter through all of what you've gathered.  This then informs who you're going to have involved.  That way you have someone who you can go talk to about a particular feature.  Once you start implementation it's a wild bronco &amp; it's OK to step out if something isn't working well.  But if you're implementing, you need to be happy with where you are.
  - Tanya: What *are* roles?
  - Ben: High Level like who is decision maker through low-level who is implementing a particular detail.  In successful projects I've experienced there have been explicitly and implicit roles defined.  This informs how they'll step up to fill a role.  Not strict guidelines on definition.
  - David: Points of Failure for is role definition.  Going higher &amp; higher up will end up with irrelevant feedback, so need to know who to talk to at what *point* in the process.  Document who needs to sign off on *what* *when*.  UI changes late in the game due to feedback from CEO.  Ensure that you *know* who needs to sign off on what, when (decision matrix).  Sign off on design early &amp; then don't get feedback until late in the game which creates problems.  So: establish roles *AND* timelines.
  - Andre: From client side this makes sense &amp; you can't get involved enough in how the organization works.  You have to be an anthropologist.  Project failure is often based in the mysterious inner workings of the way the org works.  How willing &amp; able are you to get inside or to prevent these breakdowns.
  - David: Depends on budget :)  NP Tech Dev is org. dev!  Can go in and do the org. dev &amp; research *IFF* org has resources and are able to change in order to resolve particular tech issues.  Sometimes you can't do anything about the politics of the org in order to solve a tech problem.  (i.e. Hey, you should redefine your departments in order to solve this problem!).  Sometimes the technologist is the respected authority.
  - Andre: Ask org to let you present to the *whole* group.  Get the outliers who are going to sabotage later will make themselves known!
  - Eric: In consulting role, I set things up like that big group.  Get as many people there in order to figure out who plays what role internally.  That means that later you can have backchannel conversations in order to work out a problem.  Can figure out ahead of time who might derail process.  Sometimes my scoping won't predict entire cost because I need to do more work outside of *tech* work with back-channel conversations.

  - David: Budgeting process around tech planning is fairly elastic, but *goal* is often fixed-cost for non-profits.  How do you budget &amp; manage expectations for the needs assessment.
  - Harvey: How many folks use scope triangle?
  - Some: What is it?
  - Harvey: Time vs. Quality vs. Money &amp; pick any two :)  Get basic ideas on where you're going to end up through the simple exercise.
  - David: Many non-profits will turn it into a pentagon &amp; make up two points :)
  - Lisa: As a client I'd ask the outsider to be your advocate for the project.  If you think there's a problem (i.e. sabotage) lemme know early so we can work together to figure it out.  Help me out on this sort of stuff!!
  - Dan: Fixed cost issue; I'm client &amp; we've given up on fixed cost because we keep trying it and developers lose interest
  - Tom: Use ballparks in hourly.
  - Eric: I concur.  Often *fix* a planning component.  You can shop this project around out after the planning.  Then we throw out support costs and if they won't pay for that, I won't go into the project.  Don't wanna get caught in "site won't work without support"
  - Tanya: As a client we set a timeline that defines our budget &amp; prioritize features based on timeline.  We identify tiers in order make sure certain features *do* get implemented.  Make sure programming team doesn't say "Are you from mars?!" on how feasible something is.  Can then guarantee that the tool will have these basic functions and no additional features and everything from there on *MUST* be prioritized.
  - Dan: How do you do QA &amp; user testing.
  - David: Make the site live :p  If core basic functions work, you can launch.  As we've moved to SAS, we call the whole thing a beta indefinitely.  Depends on mission-critical functionality (i.e. if accounting, then this won't work), but if it's a web-app the user-experience will dictate priorities.  Won't know how (e.g. a social networking app) will work until real users use it.  Dev time for QA will be reasonable to quote for test-driven development.  When you write a chunk of code that does X, you write a test to check to make sure that the chunk of code does indeed do X.  2:1 test coverage (or some big ratio).  You *must* do something along those lines for large apps is pretty key.  Expressing this to client that it will make it successful down the line but cost more now is very tough.
  - Dan: So you ask devs to use it?
  - Katherine: Yup.  Very time-consuming and uses more resources you need to do it!
  - Michelle: From dev's view it's toughest when you *want* to do it and client doesn't have the buy in ("We don't see return on our $$").  You have features &amp; write tests for features.  You should go the opposite way &amp; write test first.
  - Tanya: Two questions -- when you write code to test it...how do you know it broke?
  - David: You run code &amp; get feedback each time you change.
  - Katherine: YOu get a report along way
  - Tanya: As PM I feel like it'd be great to be able to explain this to program side...do you have examples &amp; fact sheets?
  - Eric: Haven't seen fact sheet along those lines.  I've only done it once, but I've had a big problem in explaining it to client.  We set up a failure w/out test-driven code and we showed how this wouldn't happen in test-driven code.  Set it up for failure intentionally in order to drive the concept home!!  Hard to get them to buy in to 2x the code or 10x the code
  - Michelle: It's like insurance nothing ever seems to happen :)
  - David: Best practices dictate test-driven dev.  Build 1st, optimize later.  Scaling in large apps, you don't optimize from beginning.  Lots of tough decisions about how to make things work for massive numbers of users.  Hard to predict what will break.  These items are very tough to explain to client.
  - Michelle: It's hard to predict what will scale, but at the same time you don't want to go live &amp; then have the site go down (!).  It's important to be able to test as you build out.  Hard to coordinate.
  - Tom: Sometimes if you're going to get lots of users at the outset, there's data you can pull from.
  - Arthur: Keep things simple &amp; don't add things just because they're "nice to have".  When we get too complex our projects tend to fail.
  - Michelle: That ties in to staying true to vision.  As you start developing you often lose sight of what is mission-critical.  Staying simple &amp; streamlined is excellent.
  - Harvey: This is a reason why to get stakeholders together in order to inform the developers of what needs to be improved.  There *will* be changes, but both sides will need to consider technical &amp; political sides.
  - Karen: Spoke with community manager who said launch with simple feature set and then get early user feedback and you'll then be able to figure out what is necessary.  Test that what you've planed is what the users want?
  - Tom: How do you convince client of this?
  - Lisa: I'm in that situation.  It's easier to *build* credibility than to *re*-build it.  If you do a little at a time, you build slower.
  - Andre: From the client side, we want to present a good face to people all at once.  We want to get success with the swarm phenomenon.  It's tough to buy in for beta-testing.
  - Karen: I worked *very* closely with a developer on a site and I'm *very* invested with the site now!!  In a year they'll have a great product.  So it's was good for me to have that experience and understand the way the process works and this is a developing mindset.</text>
    <sha1>5f2f3f3cd2d81a6e506369b38af077122c255012</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>182</id>
  <revision>
    <id>682</id>
    <parentid>536</parentid>
    <timestamp>2016-01-14T22:35:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6289" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

Tides foundation
Technology without background.
Project management.
Technology;
Hewlett Foundation;
Technology cooperative;
Accidental project manager;
Web developer;
Database of money and votes. 
All project management;
Intern program for researchers;
ISQL and database management
System to organize all projects in pipeline.
Integrated system for all NPTM;
Track, report and measure projects;
Facilities, putting on conferences.
Communications department;
Website content management;
Redesign website. 
Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Defining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality initiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiraling within project.</text>
    <sha1>6e865abeff2eb014d46650200ce6ce902f0f631f</sha1>
  </revision>
  <revision>
    <id>683</id>
    <parentid>682</parentid>
    <timestamp>2016-01-14T22:36:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6290" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

Tides foundation
Technology without background.
Project management.
Technology;
Hewlett Foundation;
Technology cooperative;
Accidental project manager;
Web developer;
Database of money and votes. 
All project management;
Intern program for researchers;
ISQL and database management
System to organize all projects in pipeline.
Integrated system for all NPTM;
Track, report and measure projects;
Facilities, putting on conferences.
Communications department;
Website content management;
Redesign website. 
Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Defining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality initiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiralling within project.</text>
    <sha1>cfb0b3bcc9c93d52e0ffb27fa4b5e9299548bf95</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>183</id>
  <revision>
    <id>684</id>
    <parentid>367</parentid>
    <timestamp>2016-01-14T22:40:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4039" xml:space="preserve">Notetaker: Mark


===What people want to talk about===

1. How to choose tools&lt;br/&gt;
2. Documentation and QA&lt;br/&gt;
3. Managing people, especially not full time&lt;br/&gt;
4. Managing times&lt;br/&gt;
5. Managing software projects rather than websites&lt;br/&gt;
6. Research on things that have worked&lt;br/&gt;
7. How to plug in volunteers&lt;br/&gt;
8. Bill versus buy questions&lt;br/&gt;
9. Scope and scale&lt;br/&gt;


===Gunner's intro===

Generalizations&lt;br/&gt;
1. Prevalent pathology is the old school laboratory model. avoiding the whole spec, then developers go and hide for months and hand over a fished project to the client&lt;br/&gt;
2. Connect with peoples' pain and passion&lt;br/&gt;
3. To avoid, Agile development is encouraged, partnership with passion, work with people during the difficult parts to encourage a painless final outcome&lt;br/&gt;
4. Present things of value to clients as quick as possible, get them politically engaged right away. if clients get value right away, and appreciates it, and gives feedback, the stakeholders will be happy&lt;br/&gt;
5. All successful tech projects work on the same model of the community organizing model&lt;br/&gt;
6. Do these apply to internal projects? the answer seems to be yes, but internal is a little easier to reach the stakeholders&lt;br/&gt;
6.1 BUT, scope difference in internal versus external, external expanded scope can add to the worth of the company, internal scope creap can drain resources&lt;br/&gt;
7. Agile development can fail if there is no completion, i.e. initial value deliverables don't lead to further value deliverables, i.e. I'm done with this part, I'm going to move on&lt;br/&gt;
8. For non profits paying technology, free open source license is really important, to not get screwed by proprietary companies owning your code&lt;br/&gt;
9. Important to understand the nature of your open source developers, are they volunteer? can they be held accountable&lt;br/&gt;
10. If you aren't getting good "vendor" support on your project, without paid developers, organizations lose control of their technology&lt;br/&gt;
11. But when you need to free volunteers, how do you get them and keep them&lt;br/&gt;
   a. Conveying to volunteers how their work translates into results
   b. Give users really small deliverables
   c. Really important process, make explicit levels of accountability
   d. Try to find and keep good people by good process&lt;br/&gt;
12. Get people invested in projects as soon as possible AND make them aware the process will take LOTS of work, but there is the other side, and when you get there things will be better&lt;br/&gt;
3. Language and vocabulary, needs to be the language of the users, must talk to the people info workflow, not tech details&lt;br/&gt;

===Buy versus build===
1. Problem of getting calls of broken databases that nobody in the org knows anything about, and the original tech provider may have gone away&lt;br/&gt;
2. Clients want it fixed, the ideal is to give something to the client that can be customized, but the tools can be sustainable&lt;br/&gt;
3. The decision is a political one, whether you buy it or build it&lt;br/&gt;
4. Always try to avoid building, so many orgs think getting technology is as simple as ordering a pizza&lt;br/&gt;
5. A weedy garden is a good metaphor, building your own means lots of bug fixing, maintaining, and most important is security problems&lt;br/&gt;
6. Building a website with your own backend these days is crazy&lt;br/&gt;
7. Building what the clients expect. Unfortunately also leads to extra expectations of enhancement&lt;br/&gt;
8. Clients often think they want to get the perfect software for now and for the future, and never have to deal with it again, need to work to transform that thinking&lt;br/&gt;
9. Buy vs build first question is their budget&lt;br/&gt;
10. Find people with a track record within your particular industry, and goes with them&lt;br/&gt;
11. Avoid single developers like the plague&lt;br/&gt;
12. If an org can't specify their needs, their is no way you can build a successful project for them&lt;br/&gt;
13. Actually, build versus buy versus bend&lt;br/&gt;
14. Only build customization for groups that can handle the technology&lt;br/&gt;</text>
    <sha1>c1ff72f481232a803af5137976233dc3ba6abec9</sha1>
  </revision>
  <revision>
    <id>685</id>
    <parentid>684</parentid>
    <timestamp>2016-01-14T22:40:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4038" xml:space="preserve">Notetaker: Mark

===What people want to talk about===

1. How to choose tools&lt;br/&gt;
2. Documentation and QA&lt;br/&gt;
3. Managing people, especially not full time&lt;br/&gt;
4. Managing times&lt;br/&gt;
5. Managing software projects rather than websites&lt;br/&gt;
6. Research on things that have worked&lt;br/&gt;
7. How to plug in volunteers&lt;br/&gt;
8. Bill versus buy questions&lt;br/&gt;
9. Scope and scale&lt;br/&gt;


===Gunner's intro===

Generalizations&lt;br/&gt;
1. Prevalent pathology is the old school laboratory model. avoiding the whole spec, then developers go and hide for months and hand over a fished project to the client&lt;br/&gt;
2. Connect with peoples' pain and passion&lt;br/&gt;
3. To avoid, Agile development is encouraged, partnership with passion, work with people during the difficult parts to encourage a painless final outcome&lt;br/&gt;
4. Present things of value to clients as quick as possible, get them politically engaged right away. if clients get value right away, and appreciates it, and gives feedback, the stakeholders will be happy&lt;br/&gt;
5. All successful tech projects work on the same model of the community organizing model&lt;br/&gt;
6. Do these apply to internal projects? the answer seems to be yes, but internal is a little easier to reach the stakeholders&lt;br/&gt;
6.1 BUT, scope difference in internal versus external, external expanded scope can add to the worth of the company, internal scope creap can drain resources&lt;br/&gt;
7. Agile development can fail if there is no completion, i.e. initial value deliverables don't lead to further value deliverables, i.e. I'm done with this part, I'm going to move on&lt;br/&gt;
8. For non profits paying technology, free open source license is really important, to not get screwed by proprietary companies owning your code&lt;br/&gt;
9. Important to understand the nature of your open source developers, are they volunteer? can they be held accountable&lt;br/&gt;
10. If you aren't getting good "vendor" support on your project, without paid developers, organizations lose control of their technology&lt;br/&gt;
11. But when you need to free volunteers, how do you get them and keep them&lt;br/&gt;
   a. Conveying to volunteers how their work translates into results
   b. Give users really small deliverables
   c. Really important process, make explicit levels of accountability
   d. Try to find and keep good people by good process&lt;br/&gt;
12. Get people invested in projects as soon as possible AND make them aware the process will take LOTS of work, but there is the other side, and when you get there things will be better&lt;br/&gt;
3. Language and vocabulary, needs to be the language of the users, must talk to the people info workflow, not tech details&lt;br/&gt;

===Buy versus build===
1. Problem of getting calls of broken databases that nobody in the org knows anything about, and the original tech provider may have gone away&lt;br/&gt;
2. Clients want it fixed, the ideal is to give something to the client that can be customized, but the tools can be sustainable&lt;br/&gt;
3. The decision is a political one, whether you buy it or build it&lt;br/&gt;
4. Always try to avoid building, so many orgs think getting technology is as simple as ordering a pizza&lt;br/&gt;
5. A weedy garden is a good metaphor, building your own means lots of bug fixing, maintaining, and most important is security problems&lt;br/&gt;
6. Building a website with your own backend these days is crazy&lt;br/&gt;
7. Building what the clients expect. Unfortunately also leads to extra expectations of enhancement&lt;br/&gt;
8. Clients often think they want to get the perfect software for now and for the future, and never have to deal with it again, need to work to transform that thinking&lt;br/&gt;
9. Buy vs build first question is their budget&lt;br/&gt;
10. Find people with a track record within your particular industry, and goes with them&lt;br/&gt;
11. Avoid single developers like the plague&lt;br/&gt;
12. If an org can't specify their needs, their is no way you can build a successful project for them&lt;br/&gt;
13. Actually, build versus buy versus bend&lt;br/&gt;
14. Only build customization for groups that can handle the technology&lt;br/&gt;</text>
    <sha1>5ce970cc4c364e24adf02d3962b66a38c6d5f414</sha1>
  </revision>
  <revision>
    <id>686</id>
    <parentid>685</parentid>
    <timestamp>2016-01-14T22:41:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4037" xml:space="preserve">Notetaker: Mark

===What people want to talk about===

1. How to choose tools&lt;br/&gt;
2. Documentation and QA&lt;br/&gt;
3. Managing people, especially not full time&lt;br/&gt;
4. Managing times&lt;br/&gt;
5. Managing software projects rather than websites&lt;br/&gt;
6. Research on things that have worked&lt;br/&gt;
7. How to plug in volunteers&lt;br/&gt;
8. Bill versus buy questions&lt;br/&gt;
9. Scope and scale&lt;br/&gt;

===Gunner's intro===

Generalizations&lt;br/&gt;
1. Prevalent pathology is the old school laboratory model. avoiding the whole spec, then developers go and hide for months and hand over a fished project to the client&lt;br/&gt;
2. Connect with peoples' pain and passion&lt;br/&gt;
3. To avoid, Agile development is encouraged, partnership with passion, work with people during the difficult parts to encourage a painless final outcome&lt;br/&gt;
4. Present things of value to clients as quick as possible, get them politically engaged right away. if clients get value right away, and appreciates it, and gives feedback, the stakeholders will be happy&lt;br/&gt;
5. All successful tech projects work on the same model of the community organizing model&lt;br/&gt;
6. Do these apply to internal projects? the answer seems to be yes, but internal is a little easier to reach the stakeholders&lt;br/&gt;
6.1 BUT, scope difference in internal versus external, external expanded scope can add to the worth of the company, internal scope creap can drain resources&lt;br/&gt;
7. Agile development can fail if there is no completion, i.e. initial value deliverables don't lead to further value deliverables, i.e. I'm done with this part, I'm going to move on&lt;br/&gt;
8. For non profits paying technology, free open source license is really important, to not get screwed by proprietary companies owning your code&lt;br/&gt;
9. Important to understand the nature of your open source developers, are they volunteer? can they be held accountable&lt;br/&gt;
10. If you aren't getting good "vendor" support on your project, without paid developers, organizations lose control of their technology&lt;br/&gt;
11. But when you need to free volunteers, how do you get them and keep them&lt;br/&gt;
   a. Conveying to volunteers how their work translates into results
   b. Give users really small deliverables
   c. Really important process, make explicit levels of accountability
   d. Try to find and keep good people by good process&lt;br/&gt;
12. Get people invested in projects as soon as possible AND make them aware the process will take LOTS of work, but there is the other side, and when you get there things will be better&lt;br/&gt;
3. Language and vocabulary, needs to be the language of the users, must talk to the people info workflow, not tech details&lt;br/&gt;

===Buy versus build===
1. Problem of getting calls of broken databases that nobody in the org knows anything about, and the original tech provider may have gone away&lt;br/&gt;
2. Clients want it fixed, the ideal is to give something to the client that can be customized, but the tools can be sustainable&lt;br/&gt;
3. The decision is a political one, whether you buy it or build it&lt;br/&gt;
4. Always try to avoid building, so many orgs think getting technology is as simple as ordering a pizza&lt;br/&gt;
5. A weedy garden is a good metaphor, building your own means lots of bug fixing, maintaining, and most important is security problems&lt;br/&gt;
6. Building a website with your own backend these days is crazy&lt;br/&gt;
7. Building what the clients expect. Unfortunately also leads to extra expectations of enhancement&lt;br/&gt;
8. Clients often think they want to get the perfect software for now and for the future, and never have to deal with it again, need to work to transform that thinking&lt;br/&gt;
9. Buy vs build first question is their budget&lt;br/&gt;
10. Find people with a track record within your particular industry, and goes with them&lt;br/&gt;
11. Avoid single developers like the plague&lt;br/&gt;
12. If an org can't specify their needs, their is no way you can build a successful project for them&lt;br/&gt;
13. Actually, build versus buy versus bend&lt;br/&gt;
14. Only build customization for groups that can handle the technology&lt;br/&gt;</text>
    <sha1>39370b7349ca4385d292a2a51a01f6d7f51bd6c5</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>184</id>
  <revision>
    <id>687</id>
    <parentid>488</parentid>
    <timestamp>2016-01-14T22:42:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2859" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 


*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


AH-HA's 
 
*Seeing your software from the perspective of managers

*The idea of a content inventory


Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal talks about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
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  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
  <ns>0</ns>
  <id>188</id>
  <revision>
    <id>688</id>
    <parentid>377</parentid>
    <timestamp>2016-01-14T22:45:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8573" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google apps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Dupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

example: 
exchange server versus google apps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook w/ google. Timeout. 
Gmail, and popup though outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

Case management: client tracking software. 
Eg. Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
DRupal, Joomla, Plone are the top 3 healthy opensource. Why would anyone want to pay. 
1-	Learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or timeconsuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Eg. Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	training
-	how easy to use
-	to get it running, adjusted
-	cost of software.. not that big a factor. 

Social solutions: consult w/ client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run bc people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Opensource is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the value to you if it has a community. 

Rich opensource “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools because they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AH-HA's: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AHA. Freee, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
    <sha1>cf5b7c1cc5ec3b25626a6a315cb5815b03ca5569</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:Techniques and Tools for Remote Collaboration</title>
  <ns>0</ns>
  <id>189</id>
  <revision>
    <id>689</id>
    <parentid>490</parentid>
    <timestamp>2016-01-14T22:47:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8575" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude


Remote Collaboration. 

Teams in 3 different places team
MAP capacity building. Accounting, legal, strategy plan 
2 teams on different coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modelling. 
Regional, national networks, communities of interest in different places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collaborations and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

Problems &amp; challenges: 
Keeping everyone on the same page. Don’t exclude those not present.
Software installing
Virgin control with documents – which is most current copy of document edits. 
How to white board on the phone
Budget for tools needed
Get useful updates and understand status of projects 
Confirming understanding
Drawing out quiet members of team
Is it an effective conversation
How to get feedback. 
Keeping people engaged in conversation?
Multi-tasking prevention. 
Creating a venue informal discussions – besides agenda meeting. 
Create energy of interaction and good ideas creation
Culture propagation, eg how to bring in new people

Understanding what people’s capacity is at a given time. 
Coalition and network interactions
1-	creating a zone for cohesive team formation:

Tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat w/ one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

Techniques: 

1- Skype. 
Time zone issues. 
Moving technical data, dbases, documents. 
Use Skype works 80% of the time. 
Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
“little good with a curl” good very good; bad atrocious. 
Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
Move algorithms – type it in. 
Email one another. 
You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

2- Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

3- How to schedule meetings? 

Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

What about international – no overlapping times. 
No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

4- Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg, universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations eg. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

5. Shared Diagramming Tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

6. Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

7. Website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: Conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AH-HA:
Communication – easier to sort out
Collaboration – think together simultaneously – harder to tailor to everyone’s need
IM and IRC
Important to establish informal backchannel for office team
Sometimes you have to meet in person. 
Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>c2ea0c20bf12170b1e046120ea1943828991fc86</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>190</id>
  <revision>
    <id>690</id>
    <parentid>539</parentid>
    <timestamp>2016-01-14T22:49:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9653" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining Scope:
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

Physiological.

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own trade-offs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

Signatures are key. 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

Design and scope. 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking co-workers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't have the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
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<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:The Art of Project Management: Knowing Where You Are in a Project, and What You Can Do When</title>
  <ns>0</ns>
  <id>191</id>
  <revision>
    <id>691</id>
    <parentid>440</parentid>
    <timestamp>2016-01-14T22:50:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5953" xml:space="preserve">=== Description ===

One of the keys to success in any project is knowing where you are in a project, and what changes can be made when. We will talk about strategies for breaking projects into chunks and phases, how to set criteria and decision points for each phase, using checklists and sign-offs to manage input, and recovery strategies for when your carefully laid plans go awry.

=== Session Notes ===

Notetaker: Ben

* Go round of people, saying goals
** Better estimating how long projects take
** Software dev estimation - why does the last 10% take 90%
** Good at the known - how to estimate the unknown?
** When is the project closed?
** Pitfalls of time estimation
** Hard communicating projects to client 
** How to communicate our process to clients
** How to reality check vendor timelines
** How do you know where you are at in terms of estimated time
** When you have gone over time, how do you manage that with clients and workers
* Main things
** Tools
*** Favorite tool: the checklist
** Tactics
*** Client sign-offs
*** Narrowing the cone of uncertainty
** Principles
*** Biggest thing: chunking things up to constrain uncertainty -- going over a week on a one-week chunk is not a huge deal, going for 2 months and realizing you're half-way done, is a huge problem
* What are some other ways to approach things?
** As a client with consultants, I give them a drop dead deadline, and work with her programmer to create a timeline, set a fixed budget
** Checkpoint at 80% of project budget
* Never offer a fixed bid on an 8 month development project
* Definitely have a project manager who is staying on top of the status of the project
* New technology is both new technology, but it's also technology you haven't implemented before
* Used an excel spreadsheet do detailed estimate of programmer time, multiplying development time by 3 for ones we haven't done. we lived in the spreadsheet for 3 weeks
* Where we got burnt was value-engineering a budget and project, and we ultimately decided to eat that time. in the future we would ask that consulting time is paid for.
* We want to avoid that feeling that we "just have to get through this" and don't have any time.
* This is really when we're doing something new and different, not regular roll-outs
* Use the budget to get client to understand the trade-offs of this feature over that
* We did check against the spreadsheet estimates
* We were very honest with the client about what is possible and owning risks jointly with your client
* Front-load the scary stuff
* Estimate vs actual:
** We export the excel estimate to a CSV, import to salesforce, and map our time-logging to it so we can get really granular -- down to the requirement level.
* Time-logging is mapped through salesforce to the original spreadsheet
* Transparency: it's important to really work together on the checklist, and be sure we really have a complete picture of the project to be sure things don't crop up.
* We chunked things in a way that was completely counter to how the project actually played out on a technical infrastructure level.
* Checklists, should they be provided by programmer or client?
** It's always a negotiation between all parties that have a stake in the work
** There are business milestones, technical milestones, etc
** It's important to make clear who is responsible for what
* Don't be afraid to advocate for your needs, and to define the project process
* Let's re-examine a project and the pathologies happening
** Why didn't the ui get detailed sooner?
** There was a conflict between what the developers thought the process should be and what would have made more sense for the client and in terms of managing risks
* How much detail do you manage with a project that is already underway?
** If it's already going, at least getting a clear idea of the outcome would be helpful
* What does a client want to know?
** Always over-estimate especially for time
** Want to know the moment there is discomfort in the relationship and the developers are feeling like they can't make it
** Create a place where developers can speak up comfortably
* Estimation
** When a developer says it will take 3 hours, you have to add project management, design and q&amp;a, and contingency -- basically triple it
** Stick to a methodology and evaluate based on it
* What about the situation of a client saying i want X features and X amount of money, how do you handle that? do you lower rate?
** Prioritize. the dollar exercise (divide the dollar among 20 features)
** Everybody can have sticker shock
* Value engineering
** The idea is, try to get as much bang for the buck as possible
** If the client has $60,000 and we give them an estimate for $100,000, what are the features we need to let go of
** Let's try to not do it for free, and be clear about how much the project is really worth with the client even if you do give a little and eat some hours
** Here's a summary:
*** Client: "we have $60,000"
*** Vendor: "it will cost $100,000"
*** Client: "we can't pay that"
*** Vendor: "here's a project we can do for $60,000, and here's what it can do and here's what it can't"
* Question: how many people do a project post-mortem with a client and internally
** I'm a firm believer in this
* One problem I'm dealing with with a current project is that there are so many requirements, I'm actually taking a lot of time simplifying and streamlining features. identifying and cutting those things that will blow up in your face
** Pulling back from specific features to requirements
* Let's have a conversation about meeting client's needs, and be really realistic
* Set up a parking lot, put things in the parking lot you're not going to use right away
* What is a chunk? it's the smallest bit we can show to a user: here's a thing, look!
* Setting up small successes every week
* Its also helpful to figure out what you know and what you don't know, and manage the things you don't know</text>
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<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:User Testing</title>
  <ns>0</ns>
  <id>194</id>
  <revision>
    <id>692</id>
    <parentid>389</parentid>
    <timestamp>2016-01-14T22:55:54Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="20285" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
- Laura: Go around the room!
- Tom: Point of Pain Personally
- Harvey: Need to get admins to listen to me
- Debbie:
- Trinh: Getting it right the first round sets things off right
- Spensor: Attempting to go paperless so more users using systems and how to get feedback
- Amanda: Large diverse org. need to collaborate &amp; pull people in early
- Briana: Same as amanda
- David: More of the same :)
- Jon: Eval &amp; Measurement
- Katey (?): Custom Dev. -- Design for development &amp; how to do that.
- Ken: Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
- Karen: Interested in the whole understanding site from user perspective
- Melinda: Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===
- Laura: Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.
- Laura: There's a whole span of user research.  Up-front to understand incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interactive process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).
- Laura: Questions, reactions, etc.
- Karen: Card sorting?
- Laura: I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).
- Melinda: I have been the subject....then what do you do?
- Laura: There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).
- Karen: What part of the process do you do this?
- Laura: Design level after you have a scope for the process.
  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labelled to get cues as to where to put things.
- Karen: These are the *end users* (either part of org. or otherwise)...do you pay 'em?
- Laura: Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?
- Melinda: This is the best idea I've heard in 3 years!
- Laura: It's a time-honoured technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.
- Melinda: Seems like an easy way to get everyone involved.
- Jon: What are you trying to get...attitude, analysis?
- Laura: You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.
- Melinda: What about a survey to do the same thing?
- Tom: We've used questionnaires for features!
- Katie: user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?
- Laura: Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.
- Melinda: Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.
- Laura: Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.
- Tom: The Humane Interface
- Melinda: Accessibility?  Is that still out there &amp; how does that interact with this?
- Laura: This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===
- Laura: Surveys are one method for understanding users' desires.
- Katie: Observation -- just watch users use the site and take notes.  We were considering using gotomeeting(.com) to watch users use what you've developed for them.
- Laura: User test the current software or competitor's sites (or similar sites) to see how people use them.
- Briana: What do you watch for?
- Katie: We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.
- Laura: I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for Mother’s Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interaction of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".
- Melinda: It's important to not to pre-training.
- Laura: You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.
- Amanda: I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?
- Laura: Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  YOu'd probably need to do 4 or 5 in a particular group.
- Melinda: I need to know how literate the potential users are.
- Laura: I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of gropu data, but it's not *actually* that you've probably got only one or two.
- Brianna: In an interview series, what questions would you ask?
- Laura: You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.
- Melinda: People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.
- Laura: To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activites in the neighborhood.
- Melinda: We need to figure out how to include the content of the video tapes.
- Jon: Is the goal to increase the broad user-ship of the site or to raise money?
- Laura: A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.
- Jon: If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.
- Melinda: At a certain point you need to ask people.
- Spenser: ideas.salesforce.com -- if you have a feature request that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.
- Laura: If you had a motivated user base, then that might work quite well.
- Laura: I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"
- Jon: One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one.  YOu need to ask efficacy and user base questions first.
- Melinda: Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.
- Amanda: There are priority levels with various pieces of content.
- Jon: Do you have questionnaires, do people fill 'em out?
- Amanda: Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.
- Jon: Analyze by click?
- Amanda: Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.
- Jon: It's not very personal to just have a generic questionnaire.
- Laura: Other questions?
- Ken: I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).
- Laura: How are you using web stats?
- Melinda: I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.
- Ken: How do you react when audiences do something counter-intuitive?
- Brianna: One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.
- Jon: Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.
- Spenser: Then maybe you create the form for recommendations.
- Brianna: We're getting comments on the blog too and lots of people get very involved there.
- Laura: In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very passionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnographic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.
- Debbie: One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.
- Katie: It's scary to make yourself vulnerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."
- Laura: There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.
- Brianna: Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?
- Melinda: E.g. "What is tagging?"
- Katie: I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda defining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.
- Jon: Is that beta testing?  Isn't there a big difference in the two audiences?
- Katie: Also user testing on back-end and that's what I'm thinking of here.
- Laura: I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.
- Melinda: Establishing a framework out front including terminology might help.
- Debbie: We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.
- Ken: How do you get the person to buy-in on that?
- Debbie: It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.
- Ken: I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.
- Debbie: It was very clear form the start of the project.
- Melinda: But the ED might have interfered with the collab.
- Debbie: YOu can't talk her out of everything!
- Jon: Did she need to suspend disbelief?
- Debbie: She just has lots of opinions.
- Jon: Boundary establishment.
- Debbie: It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.
- Karen: You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.
- Debbie: It was a very fast turnaround so everyone knew we needed to keep it quick as possible.
- Harvey: We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.
- Laura: So were you cutting controversial things?
- Harvey: It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!
- Laura: There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?
- Tom: Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overriden by admin."
- Laura: Will this work for internal projects?
- All: NO!
- Ken: I like tech committees with lots of people without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.
- Tom: I have ruled with an iron fist and insisted on getting people to work with me a certain way.
- Ken: Yeah, that won't work for me with my internal code of ethics.
- Harvey: I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"
- Laura: End of Time.  Takeaways/Ah-has?
- Katie: Card sorting
- Ken: Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.
- Jon: It's too amorphous a subject.
- Melinda: I like to hear that others are trying to use statistics
- Debbie: It was inform with nothing written. (Going live June 16th)
- Katie: The resources that were thrown out there.
- Debbie: TCG is design and CivicAction is doing back-end.</text>
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<page arvcontinue="20160114201702|659">
  <title>WestCoast2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>195</id>
  <revision>
    <id>693</id>
    <parentid>493</parentid>
    <timestamp>2016-01-14T23:00:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11977" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

3 levels of websites: 
Brochure website
Contact MP
Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
$75-125 NGO rate.
800 to upgrade Drupal
4 year web budget under $10k

Independent contractor. $65-150. 
Baseline 5 page $1500-$5000. 
Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
Good for market. Long term contract lockin. 

Types of participants in web development: 
Platform players.
Services &amp; Vender.
Consultants

Website consultant: using Drupal, Theming
$80-150/hour. sliding scale
Branding and media strategy
$5k- $10k for branding, treatment, design

Americorps Vista. Created Website brochureware, searchable database.
$3k fee equivalent. 

C Tech
$75-100/hr
Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.
Add custom theme development. 
McWebsites up to $15,000
All Drupal. 

One new Plone shop affects hosting costs. 
Hosting rates 
Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 
Pricing is good information forces both to be honest. 
$50-100k for crazy design stuff. 
Advise clients for upgrades after 3 years. 20-30% of project budget. 
Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service. Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 

Python programmers? Not many known.
PHP programmers – some will create code for food. 

ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 

Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 
Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realise state. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 
Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 
- Change Wordpress themes and org maintain
- CVCRM and Drupal. 
- design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
- high end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 
Extra thing. Not typical client. 
-	Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k. 100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
-	- no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 
Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations. 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want roll-out. Send it to others. 

Small shops are booked. 

“Get more work than you can handle”
But not at capacity. Development on some, and further along. 
Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual worlkd enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
Includes inhouse designer and trainer. 
$95/hour for design
Hosting $40-65/month includes tech support and email. 
Custom projects start $15k. Less not viable. 
Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
Get templates and install them. 
Cost for implementation $4k-10k. do fixed costs easier for clients. 
Very little brochure ware doesn’t make sense when using a CMS system. 
Host Wordpress and the other bit. 
Mostly $6,500 add 30-40%. 
Host $50/month w/ ½ hour support. 
$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/launch. 

Choices 
Fixed bid
Creeping hourly
Cap
Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 
2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 
3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
High touch strategy component – planning re audiences. 
More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

Report back: 
Share AH-HA:

1-	Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 
2-	Upper cap to project cost.
3-	Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
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<page arvcontinue="20160114201702|659">
  <title>What do I want to talk about today?</title>
  <ns>0</ns>
  <id>197</id>
  <revision>
    <id>694</id>
    <parentid>395</parentid>
    <timestamp>2016-01-14T23:01:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1314" xml:space="preserve">
What do you want to talk about today:

*Managing up
*Web analytics
*Microsoft project
*Cross sector collaboration
*Rapid and agile development
*Managing your managers
*Managing customizations for a product
*Evaluation, during and end of project
*Diagramming website
*Making people more comfortable with tech in the organization
*Integrating wikis in website
*Communications, managing up
*Making a non profit more project friendly
*CMS open source vs commercial
*How to be not nice without being mean
*Making collaboration a partnership work
*Reliable places to go for technical issues
*Practical ways of salvaging an iterative trainwreck
*Managing troublesome project participants
*Alternatives tools to Basecamp
*Open source CMSs ++
*How to get customers what they really want
*Reliable resources for tech info
*When is custom worth it
*Best PM tool
*Buy vs. Rent
*How do people manage projects
*Budgeting and costing
*Article fodder
*Agile approach ++
*Controlling internal communications,  email phone calls
*What department is your webmaster in and who do they report to
*User friendly wiki PM
*Non technical people in the team
*Keep timeline when there are other responsibilities
*When is it legitimate to cut corners in PM
*Big organizations make good decisions before they are beyond the point of no return</text>
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</page>
<page arvcontinue="20160114201702|659">
  <title>Afternoon 2 report backs</title>
  <ns>0</ns>
  <id>3</id>
  <revision>
    <id>695</id>
    <parentid>541</parentid>
    <timestamp>2016-01-14T23:08:22Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1222" xml:space="preserve">Report backs

Founder and consultant relationship management

* Good communication with founder, single point of contact
* Aligning core competencies of provider and organization
* Contracts to reflect requirements

Scope

* Methods you can use to write out your scope and requirements
* Ways to get there, user needs, getting people involved in creating requirements, allocate time to scope

Cross departmental PM

* Basic definition of PM should be expanded to include an informal toolkit, a better define vocabulary of all the soft tools that PM's use to keep the project moving. Everything as real as email, to much softer teams as team building tools, to understand organizational culture, how to follow up with people, sharing ownership of the project, grounding the project in mission conversations, all these mechanisms should be written into the PM bible to give people a vocabulary.

User Testing

* Simple plain language user stories beginning with "An user can". Write in plain language
* Tools to see what people are doing online, you can test your users live.
* Low tech usability test, mock up web-pages and hand the printout to a user, circle or colour a button, get a reaction from the layout of the page.</text>
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</page>
<page arvcontinue="20160114201702|659">
  <title>Collaborative Tools</title>
  <ns>0</ns>
  <id>17</id>
  <revision>
    <id>696</id>
    <parentid>548</parentid>
    <timestamp>2016-01-14T23:16:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4153" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*Conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--Length of collaboration--Amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  Not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/open office, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individualnot group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  Flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  User adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licenses/file space&lt;br&gt;
more:  There's an overlap of share point skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  Easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  Expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. Basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  Good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  Gersonal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  One question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  Bat at organizing things, set-up intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  Familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  Needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
more:  Good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  Fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla! Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
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  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>DC2009:Client Perspective on Software Development Projects</title>
  <ns>0</ns>
  <id>20</id>
  <revision>
    <id>697</id>
    <parentid>551</parentid>
    <timestamp>2016-01-14T23:21:06Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3295" xml:space="preserve">=== Description ===

This session will examine what it is like to be on the receiving end of a software development project. Dealing with vendors, making sure implementations match needs, and managing technology issues that are controlled by others will all be covered, and participants are encouraged to share their own stories.

== Session Notes ==

What Clients Need to Know About Working with Vendors - Oksana

Key point: Client needs to take ownership of their project.

Homework
* Define your task
* Assemble your team
* Document everything (expectations, strategy, reasons for decisions, risks, project work plan)
* Establish process for future management communications strategy

You don’t need technical skills to run an app dev project

Kick-off meeting with vendor
* Build a relationship
* Vendor introduces project methodology (project life cycle)
** Discovery/project planning
** Design
** Development
** Delivery/launch
* Establish communication channels
* Balance: the client is always right vs. vendor expertise

Discovery/Project Planning
* Establish communication channels:
** Vendor: weekly project status report; budget update
** Client: info about current processes and system in place (use prepared documentation)
* One POC: vendor project manager to client project manager
* Keep track of all communications
* Be realistic about scope and deadlines
* Vendor deliverables: maps, wireframes, requirements, timeline, budget
* Client must sign off on all of this

Design Phase
* Have a small number of people who will sign off on design
* Share org’s design guidelines with vendor
* Kick-off design meeting (design questionnaire, number of design rounds)
* Vendor deliverables: mock-ups or HTML
* Client must sign off on design and code

Development Phase
* This is the phase where things go wrong – this is not the phase for the client to disengage
* Vendor must present weekly updates and scope changes
* Client: be thoughtful about number and scope of changes – sign off on any changes that adjust timeline and budget
* Will vendor deliver on time?
* Will vendor deliver on budget?
* Client must monitor: launch date, moving non-essential items onto a wish list – sacrificing perfect to the good

Launching
* Vendor deliverable: beta testing
* Client much create testing plan
* Client must fully engage with testing
* Launch
* Repeat testing

Importance of client testing:  they should be motivated to try to break it (whereas the developer just wants to see it work)

Shared responsibility for sharing expertise/best practices – common interest in success – it is a partnership

But it’s hard for a small, overstretched Nonprofit to engage sufficiently to create/fulfilling that partnership

There can be a need for the vendor to do some of the client’s tasks for them

But there need to be clear boundaries and role definitions in the relationship 

Client needs to understand the reasons why/the roots of established business processes

AH-HA's:

* My relationship with my vendor is all wrong
* Importance of doing thorough testing
* We’re all dealing with similar issues
* Importance of speaking up when the relationship isn’t working
* A good client is a passionate client that asks clients
* Clients need to take full ownership of their projects</text>
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  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>DC2009:Managing 3rd-party software implementations</title>
  <ns>0</ns>
  <id>24</id>
  <revision>
    <id>698</id>
    <parentid>552</parentid>
    <timestamp>2016-01-14T23:24:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3089" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Adoption as key word—sharepoint has been found to be too clunky for users to adopt.
•	80-20 Rule: 80% of success of third-party system, is people’s ability and willingness to use it. 20% is the technology and its effectiveness.
Opportunity for organizational development. 
•	IT requirements to maintain day-to-day operations leads to increased ROI
o	New systems can make organization more effective and see a return of investment 
Data mapping is necessary for CMS implementation.
•	Need to create an excel spreadsheet of the current fields and new fields in the database.
o	Vendors often time have tools to assist in the  data mapping process.
•	For CMS systems, determine who “owns” each web page and determine what to be changed on it.  
Data clean-up: either do it before, but based on new system, can be imported and cleaned later.
•	Need clean data to keep/build trust.
•	Keep track of the number of  invested hours in data clean-up.
Need to have multiple data conversions to test before going live
•	How many are necessary? 
•	Need several validating persons when checking conversion test.
Double-check that the vendor has included all the requirements listed in the RFP-Case scenarios 
•	Need a test-drive to be sure that it’s set up properly
Third Party Integration
•	Need to hold a joint call to verify document requirements and plan between the two vendors
Training versus learning
•	Need to have training before testing. 
•	Learning through doing case-scenarios.
o	“Buddy” system- several people testing the system can help each other when in the learning process.
•	Having power-users as “buddies” makes them advocates for adoption.
Business processes instructions for new system
•	Need to have preparations for users/constituents to change their behaviours in the new system
o	“Buddy” system to help
o	Case-scenarios prepares the user
o	There will always be users/constituents who will have complaints about the new system
Ongoing Communications with stakeholders (vendor, internal champion, key constituents).
Have a database/applications administrator 

Buddy System to increase adoption and accessibility of new system 
Testing/Training sessions for new system.
•	Case-scenarios – having new business procedures documented beforehand.
A new system can lead to new organizational development, which will lead to increased ROI</text>
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  </revision>
  <revision>
    <id>699</id>
    <parentid>698</parentid>
    <timestamp>2016-01-14T23:25:16Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3092" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Adoption as key word—sharepoint has been found to be too clunky for users to adopt.
•	80-20 Rule: 80% of success of third-party system, is people’s ability and willingness to use it. 20% is the technology and its effectiveness.
Opportunity for organizational development.&lt;b&gt; 
•	IT requirements to maintain day-to-day operations leads to increased ROI
o	New systems can make organization more effective and see a return of investment 
Data mapping is necessary for CMS implementation.
•	Need to create an excel spreadsheet of the current fields and new fields in the database.
o	Vendors often time have tools to assist in the  data mapping process.
•	For CMS systems, determine who “owns” each web page and determine what to be changed on it.  
Data clean-up: either do it before, but based on new system, can be imported and cleaned later.
•	Need clean data to keep/build trust.
•	Keep track of the number of  invested hours in data clean-up.
Need to have multiple data conversions to test before going live
•	How many are necessary? 
•	Need several validating persons when checking conversion test.
Double-check that the vendor has included all the requirements listed in the RFP-Case scenarios 
•	Need a test-drive to be sure that it’s set up properly
Third Party Integration
•	Need to hold a joint call to verify document requirements and plan between the two vendors
Training versus learning
•	Need to have training before testing. 
•	Learning through doing case-scenarios.
o	“Buddy” system- several people testing the system can help each other when in the learning process.
•	Having power-users as “buddies” makes them advocates for adoption.
Business processes instructions for new system
•	Need to have preparations for users/constituents to change their behaviours in the new system
o	“Buddy” system to help
o	Case-scenarios prepares the user
o	There will always be users/constituents who will have complaints about the new system
Ongoing Communications with stakeholders (vendor, internal champion, key constituents).
Have a database/applications administrator 

Buddy System to increase adoption and accessibility of new system 
Testing/Training sessions for new system.
•	Case-scenarios – having new business procedures documented beforehand.
A new system can lead to new organizational development, which will lead to increased ROI</text>
    <sha1>667ba1e27b42220e70f00d4e497577beb6239184</sha1>
  </revision>
  <revision>
    <id>700</id>
    <parentid>699</parentid>
    <timestamp>2016-01-14T23:25:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3088" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Adoption as key word—sharepoint has been found to be too clunky for users to adopt.
•	80-20 Rule: 80% of success of third-party system, is people’s ability and willingness to use it. 20% is the technology and its effectiveness.
Opportunity for organizational development.
•	IT requirements to maintain day-to-day operations leads to increased ROI
o	New systems can make organization more effective and see a return of investment 
Data mapping is necessary for CMS implementation.
•	Need to create an excel spreadsheet of the current fields and new fields in the database.
o	Vendors often time have tools to assist in the  data mapping process.
•	For CMS systems, determine who “owns” each web page and determine what to be changed on it.  
Data clean-up: either do it before, but based on new system, can be imported and cleaned later.
•	Need clean data to keep/build trust.
•	Keep track of the number of  invested hours in data clean-up.
Need to have multiple data conversions to test before going live
•	How many are necessary? 
•	Need several validating persons when checking conversion test.
Double-check that the vendor has included all the requirements listed in the RFP-Case scenarios 
•	Need a test-drive to be sure that it’s set up properly
Third Party Integration
•	Need to hold a joint call to verify document requirements and plan between the two vendors
Training versus learning
•	Need to have training before testing. 
•	Learning through doing case-scenarios.
o	“Buddy” system- several people testing the system can help each other when in the learning process.
•	Having power-users as “buddies” makes them advocates for adoption.
Business processes instructions for new system
•	Need to have preparations for users/constituents to change their behaviours in the new system
o	“Buddy” system to help
o	Case-scenarios prepares the user
o	There will always be users/constituents who will have complaints about the new system
Ongoing Communications with stakeholders (vendor, internal champion, key constituents).
Have a database/applications administrator 

Buddy System to increase adoption and accessibility of new system 
Testing/Training sessions for new system.
•	Case-scenarios – having new business procedures documented beforehand.
A new system can lead to new organizational development, which will lead to increased ROI</text>
    <sha1>a8fc86756c247e2c3c597eb8bd12002126643d8d</sha1>
  </revision>
  <revision>
    <id>701</id>
    <parentid>700</parentid>
    <timestamp>2016-01-14T23:28:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3042" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Adoption as key word—sharepoint has been found to be too clunky for users to adopt.
*80-20 Rule: 80% of success of third-party system, is people’s ability and willingness to use it. 20% is the technology and its effectiveness.
Opportunity for organizational development.
*IT requirements to maintain day-to-day operations leads to increased ROI
o	New systems can make organization more effective and see a return of investment 
Data mapping is necessary for CMS implementation.
*Need to create an excel spreadsheet of the current fields and new fields in the database.
Vendors often time have tools to assist in the  data mapping process.
*For CMS systems, determine who “owns” each web page and determine what to be changed on it.  
Data clean-up: either do it before, but based on new system, can be imported and cleaned later.
*Need clean data to keep/build trust.
*Keep track of the number of  invested hours in data clean-up.
Need to have multiple data conversions to test before going live
*How many are necessary? 
*Need several validating persons when checking conversion test.
Double-check that the vendor has included all the requirements listed in the RFP-Case scenarios 
•*Need a test-drive to be sure that it’s set up properly
Third Party Integration
*Need to hold a joint call to verify document requirements and plan between the two vendors
Training versus learning
*Need to have training before testing. 
*Learning through doing case-scenarios.
“Buddy” system- several people testing the system can help each other when in the learning process.
*Having power-users as “buddies” makes them advocates for adoption.
Business processes instructions for new system
*Need to have preparations for users/constituents to change their behaviours in the new system
o	“Buddy” system to help
o	Case-scenarios prepares the user
o	There will always be users/constituents who will have complaints about the new system
Ongoing Communications with stakeholders (vendor, internal champion, key constituents).
Have a database/applications administrator 

Buddy System to increase adoption and accessibility of new system 
Testing/Training sessions for new system.
*Case-scenarios – having new business procedures documented beforehand.
A new system can lead to new organizational development, which will lead to increased ROI</text>
    <sha1>e073d1004b87d6addbf8543defeece310747dae8</sha1>
  </revision>
  <revision>
    <id>702</id>
    <parentid>701</parentid>
    <timestamp>2016-01-14T23:29:06Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3034" xml:space="preserve">=== Description ===

Managing 3rd-party software implementations, including a new Constituent Relationship Management (CRM) system, fundraising system,  member management system, or any software that your organization paid big bucks to a vendor for, is an opportunity for creative tension and creative solutions. This session will present learnings from projects, including project management, technology integration and testing. We’ll also fold in discussion of pitfalls to avoid and specific actions to take during implementation, actions aimed at supporting the achievement of operational and reporting needs that organization’s seek by implementing such systems. 

== Session Notes ==

Adoption as key word—sharepoint has been found to be too clunky for users to adopt.
*80-20 Rule: 80% of success of third-party system, is people’s ability and willingness to use it. 20% is the technology and its effectiveness.
Opportunity for organizational development.
*IT requirements to maintain day-to-day operations leads to increased ROI
New systems can make organization more effective and see a return of investment 
Data mapping is necessary for CMS implementation.
*Need to create an excel spreadsheet of the current fields and new fields in the database.
Vendors often time have tools to assist in the  data mapping process.
*For CMS systems, determine who “owns” each web page and determine what to be changed on it.  
Data clean-up: either do it before, but based on new system, can be imported and cleaned later.
*Need clean data to keep/build trust.
*Keep track of the number of  invested hours in data clean-up.
Need to have multiple data conversions to test before going live
*How many are necessary? 
*Need several validating persons when checking conversion test.
Double-check that the vendor has included all the requirements listed in the RFP-Case scenarios 
•*Need a test-drive to be sure that it’s set up properly
Third Party Integration
*Need to hold a joint call to verify document requirements and plan between the two vendors
Training versus learning
*Need to have training before testing. 
*Learning through doing case-scenarios.
“Buddy” system- several people testing the system can help each other when in the learning process.
*Having power-users as “buddies” makes them advocates for adoption.
Business processes instructions for new system
*Need to have preparations for users/constituents to change their behaviours in the new system
“Buddy” system to help
Case-scenarios prepares the user
There will always be users/constituents who will have complaints about the new system
Ongoing Communications with stakeholders (vendor, internal champion, key constituents).
Have a database/applications administrator 

Buddy System to increase adoption and accessibility of new system 
Testing/Training sessions for new system.
*Case-scenarios – having new business procedures documented beforehand.
A new system can lead to new organizational development, which will lead to increased ROI</text>
    <sha1>82203d4722f08bbb3a13a967a0d03b484e706f1f</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>DC2009:Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>25</id>
  <revision>
    <id>703</id>
    <parentid>553</parentid>
    <timestamp>2016-01-14T23:32:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5742" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

How to deal with vendors – led by Adam

Positives:

*Worked with a vendor to normalize a database and felt that he really listened. There was transparency and a willing to share his knowledge.

*A good vendor helps to be self-sufficient.

*A vendor likes to site down and have a stake in the project for himself.

*Even vendors have vendors. Vendor was pro actively on top of the issues, were hounding him for more info because they wanted to get on top of it. Problems were already tasked before I notice it. Paying attention and not waiting for a project to pick up the phone.

*Being personable is something vendors lack sometimes but a vendor did a needs-analysis and sat down with every single person in the organization.

*Able to lay things out in layman’s terms. 

*Enjoy working together. Instead of playing games where no one wants to say a number, having a real high-trust relationship. 

*Vendors who knows the right questions to ask. That comes with experience.

*Proactive with issues about time. IF something is going to be behind schedule it’s fine if they say they’re going to be late ahead of time. Being up front.

*A key quality is responsiveness. Time differences across borders the vendors can offer to stay late, go above and beyond.

*Being responsive in a timely manner. Being self-sufficient so they teach you and give you the tools to solve things on your own.

*We have a vendor who takes the client out to lunch and fosters a strong relationship.

*Patience.

What you can do:

*Relationships go sour because expectations are not clear.

*An RFP can have a list of what their ideal vendor is, and you can state that you expect them to not leave you with the product but rather with the knowledge to do it on your own.

*When you interview a vendor don’t be passive, ask the questions you want so you learn the same thing from everyone rather than just seeing if they are good with PowerPoint.

*Discuss the big picture so they can be bought in.

*Make them understand the culture so if it’s a difficult organizational culture they can have a heads up.

*A sense of honesty – we’re both professionals sitting at a table trying to solve a problem.

*You’re going to give me the payment but also the opportunity. If it’s not win-win for both sides then something didn’t go right.

*Expectations can’t be stressed enough.  In statements of work/contracts lay out what the client is responsible for and the vendor.

*Ask the vendor what is expected of you as a client in this process. 

*A product vendor is different from a consulting vendor.

*Be up front with the vendor about what happens if this relationship goes sour? That’s the point where things get the toughest.


Advice on bad vendor relationships:

Problem: 

*What happens when the vendor relationship is so long-term and you don’t even know where a contract is? A first step is not to mix personal and professional. 

Solutions:
*A vendor-client relationship can be love-hate. It can get past formalized stuff when you know each other so well. There’s enough trust between two people that you can have a less formal contract. 
*Ask to get some new bids and show a value from other places
*Get a consultant to do a vendor review
*Look at the better business bureau charity accountability standards
*Find allies in your organization

Problem:

*How can clients be better from a vendor perspective?

Solution:

*Pay on time – so important.

*Be able to tell vendors how long it takes. 

*Point person assigned to work with the vendor who is empowered to make decisions. Making decisions by committee is awful.

*Who’s the shot caller on this project?

*It really matters a lot to have clients who have a sense of proportion. Don’t send something in huge caps that is always urgent. Respect a vendor’s time that they have other obligations.

*Give an honest, reasonable time-frame.

*When a client realizes that they have a role in the process too, that they are expected to do some work because they own the technology and will have to deal with it every day. Clients need to take ownership.

*Vendors don’t want to feel like their client is completely dependant on the vendor.

*Good clients commit to their decisions.

Problem:

A vendor misses a deadline.

Solution:

*Well before the deadline pulling the red flag if you are missing it.

*Put the onus on them to figure out how they’re going to streamline something. They need to figure out how to get it back on track.

*The clients don’t want to hear that you have other clients.

*It’s a red flag if someone says yes all the time. You need to hear some nos. It’s transparency too.

*A separate statement of work has to do with ongoing support is helpful. It can say how quickly there will be a response.

Problem:

A vendor is upset that they didn’t win an RFP competition because they were too expensive.

Solution:

*The cost of gaining a new client is much more for a vendor than the cost of keeping an old client.

*Tell the vendor up front that cost is the most important thing.

*You can give the vendors who lost the RFP info about how much the one you went for came in.

Problem:

*What do you do when other staff members don’t like the vendor as much as you? When you have to ask the vendor to help the staff?

Solution:

*There should be clarity about who talks to the vendor and when.

*Professional development lunch and learns.

*Collect people’s problems and have a session where the IT person addresses everyone’s problems.</text>
    <sha1>266773a3f84e98474eeabaefcd23ac3edd38e388</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>DC2009:Managing Drupal Web Projects</title>
  <ns>0</ns>
  <id>27</id>
  <revision>
    <id>704</id>
    <parentid>560</parentid>
    <timestamp>2016-01-14T23:33:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2874" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal websites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Why Drupal?

*Good solution for non-profits because there are a lot of vendors already working with Drupal. 
*Provides different ways to achieve functionality.
*Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
*DC is a Drupal hotspot.
*Joomla! is not sophisticated for many orgs.

Drupal Background:

*Core Drupal code + Contributed modules (developed by any person and enhanced by others)
*Modules as plug-ins to the core CMS programming
*Different Drupal developers have different areas of Drupal expertise
*Core Drupal configuration person
*Costume module development person
*Design/theme CMS person
*Starter theme/templates exist
*Zen most widely used theme
*As new modules are implemented, the theme designer controls their style and appearance.
*Developer needs to be engaged in the design process because Drupal has a default output style. The more customized design will create more costs.

Choosing Vendors:

*Lots of transparency in vendors’ development 
*Development site is on a secondary server so that the client is able to see the process going into its creation
*Look at example sites, and be sure that they are within the desired budget 
*Ask for references
*Ask if they are maintaining Drupal sites after configuring and developing it.
*Ask about source-code management and backup
*groups.drupal.org—there is a DC group of developers

Drupal integration:

*CiviCRM and Salesforce integrate well with Drupal 
*Drupal and Paypal integration
*Easy to communicate with MySQL

Drupal Challenges:

*Terminology is less intuitive 
*During the testing stages, have client-developer Q&amp;A session 
*Configuring the production, development, and staging sites can be exportable, but not always the case
*Too many modules
*Overexcitement over new functionality: Can lead to decreased site performance
*On-going updates: Need to consider the cost as on-going,, i.e. security fixes every two months
*These are typically quick fixes and easily applied: i.e. annual version releases; Drupal only supports the latest two releases; Depending on how complex the modules/site theme, can become a web re-design; If not updated, won’t receive the  security fixes.; Not unique to Drupal, all CMS will have these updates

When not to use Drupal:

*Depends on the  content, simple content doesn’t require the complexity of Drupal
*One-person shop, check out Wordpress.

Yearly Upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>b7c46caad5d1cfe5f831985c4c05748210c7d1c3</sha1>
  </revision>
  <revision>
    <id>705</id>
    <parentid>704</parentid>
    <timestamp>2016-01-14T23:33:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2874" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal websites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Why Drupal?

*Good solution for non-profits because there are a lot of vendors already working with Drupal. 
*Provides different ways to achieve functionality.
*Configuration is very difficult out of the box, but programmers are easy to come by, and easy to replace if need be.
*DC is a Drupal hotspot.
*Joomla! is not sophisticated for many orgs.

Drupal Background:

*Core Drupal code + Contributed modules (developed by any person and enhanced by others)
*Modules as plug-ins to the core CMS programming
*Different Drupal developers have different areas of Drupal expertise
*Core Drupal configuration person
*Costume module development person
*Design/theme CMS person
*Starter theme/templates exist
*Zen most widely used theme
*As new modules are implemented, the theme designer controls their style and appearance.
*Developer needs to be engaged in the design process because Drupal has a default output style. The more customized design will create more costs.

Choosing Vendors:

*Lots of transparency in vendors’ development 
*Development site is on a secondary server so that the client is able to see the process going into its creation
*Look at example sites, and be sure that they are within the desired budget 
*Ask for references
*Ask if they are maintaining Drupal sites after configuring and developing it.
*Ask about source-code management and backup
*groups.drupal.org—there is a DC group of developers

Drupal integration:

*CiviCRM and Salesforce integrate well with Drupal 
*Drupal and Paypal integration
*Easy to communicate with MySQL

Drupal Challenges:

*Terminology is less intuitive 
*During the testing stages, have client-developer Q&amp;A session 
*Configuring the production, development, and staging sites can be exportable, but not always the case
*Too many modules
*Overexcitement over new functionality: Can lead to decreased site performance
*On-going updates: Need to consider the cost as on-going,, i.e. security fixes every two months
*These are typically quick fixes and easily applied: i.e. annual version releases; Drupal only supports the latest two releases; Depending on how complex the modules/site theme, can become a web re-design; If not updated, won’t receive the  security fixes.; Not unique to Drupal, all CMS will have these updates

When not to use Drupal:

*Depends on the  content, simple content doesn’t require the complexity of Drupal
*One-person shop, check out Wordpress.

Yearly upgrades are necessary for all CMS
Have designer and developer communicate when creating the web re-design
Find a developer that has transparency in building the site</text>
    <sha1>39e932b72128e624d6867c7099afb7fce06cbbd8</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>DC2009:Online Collaboration Tools</title>
  <ns>0</ns>
  <id>33</id>
  <revision>
    <id>706</id>
    <parentid>564</parentid>
    <timestamp>2016-01-14T23:37:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4828" xml:space="preserve">=== Description ===

Project management in the internet era is a distributed and virtual art. In-person meetings are the exception, not the rule. This session will discuss how to most effectively use online tools to collaborate and manage projects, and participants will be invited to share their tool preferences and experiences.

Basecamp and Pivotal Tracker session with Kafi


Paper and pencil never fail you.

How do you get people to use Basecamp? How to motivate it?

BASECAMP BASICS

*Basecamp is an online tool

*A single place to keep projects, communication with clients/developers/designers all in one place

*Primary reason to use it is for clients to be on there so that everyone can talk to each other.

*You can keep username/passwords on Basecamp to give designers/developers access to sites.

*Kafi uses messages the most – the primary reason why she uses it. If one person doesn’t respond immediately, someone else will.

*You can respond by email and it will show up automatically onto Basecamp.

*Even long strings are great because it means that people will communicate, which is half the battle.

*You can make messages private.

*You can attach files.

*Kafi doesn’t really use milestones that much.

*Encouraged to “check all” on who gets the email so the whole team is notified.

*Developers like to use the “to-do” list

*The monthly cost can be a roadblock to buy-in

*Incorporate Basecamp into job descriptions for buy-in


*Time tool gives a time stamp to parts of the project – but it’s for after to-do's are done rather than to plan how much time will be needed.

*Chat feature is overridden by Skype

*Files feature can be useful: client can approve and team can get them to do their work

*Under projects setting you can request an html or xml export

*Open atrium is Basecamp but open source and you host it yourself

*Recurring projects that happen every year – you can clone some parts of it (copy a workspace) and make another one

*Write-boards feature: capture meeting minutes, or for a collaborative document between parties. You can share it with a URL.

*Milestones feature: It’s something date related. Kick-off meeting, initial meeting with client, requirements, design, approvals, edit time (it’s a schedule). You can do notifications with milestones

*On the homepage you can see all the projects assigned to you, what’s due in the next two weeks for all of your projects.

*Generation gap can be a real challenge – is it worth it to onboard people to Basecamp who are uncomfortable?

*Basecamp is really useful for meetings because you can run through the status of the project

*Strongly encourage the messages to be sent to everyone. If it has nothing to do with what you’re working on you can always delete it.

*It’s helpful for clients to see the impact of not approving something or not getting documents to us in time

*This is not extra work, this is your project at a glance

*It keeps everyone honest about a project

*Always at the beginning of a project, as soon as you know you have a project you set out Basecamp

*Label annual or quarterly if it’s an ongoing project

*Even for small projects Basecamp works because everything is right there, it doesn’t fall off your radar

*Why is it so ugly? You can change the colors a little bit. Brand it through settings.

*Weird little things: search, you can search across projects or within a specific project. There is no search box, it’s a tab you have to click on.

*You can create a new “company” but it’s actually a program and then projects fall under it.

*A company is a client if you’re a consultant.

*There is a templates tab, create a title and a list description. You can still delete things from a template.

*Make the super user the administrator and have at least a couple of them. If you have a back-up person, they can always go in and pick up an archived project and find lost info. Create three to be on the safe side in case they both leave at the same time.

*You get notified if you’re assigned something through Basecamp so that you don’t have to log in to see assignments.


PIVOTAL TRACKER

*It uses spaces. It’s for requirements so they’re written differently than for a waterfall project. 

*They call requirements stories. They all go into the icebox.

*You assign points to different stories related to the level of effort it will take to complete it. 

*You can give it a label. If there’s a store on your website, you could have inventory tasks, etc.

*Descriptions can be used for testing.

*Comments box used for comments (duh?)

*You can physically drag items from the icebox to current, which is projects we are working on.

*Pivotal tracker would be hard to use for a non-technical project

*You have to drag items one at a time.</text>
    <sha1>8ad86ae2b50e4b25c70da5bf4ea1fa2c3272316c</sha1>
  </revision>
  <revision>
    <id>707</id>
    <parentid>706</parentid>
    <timestamp>2016-01-14T23:38:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4827" xml:space="preserve">=== Description ===

Project management in the internet era is a distributed and virtual art. In-person meetings are the exception, not the rule. This session will discuss how to most effectively use online tools to collaborate and manage projects, and participants will be invited to share their tool preferences and experiences.

Basecamp and Pivotal Tracker session with Kafi


Paper and pencil never fail you.

How do you get people to use Basecamp? How to motivate it?

BASECAMP BASICS

*Basecamp is an online tool

*A single place to keep projects, communication with clients/developers/designers all in one place

*Primary reason to use it is for clients to be on there so that everyone can talk to each other.

*You can keep username/passwords on Basecamp to give designers/developers access to sites.

*Kafi uses messages the most – the primary reason why she uses it. If one person doesn’t respond immediately, someone else will.

*You can respond by email and it will show up automatically onto Basecamp.

*Even long strings are great because it means that people will communicate, which is half the battle.

*You can make messages private.

*You can attach files.

*Kafi doesn’t really use milestones that much.

*Encouraged to “check all” on who gets the email so the whole team is notified.

*Developers like to use the “to-do” list

*The monthly cost can be a roadblock to buy-in

*Incorporate Basecamp into job descriptions for buy-in

*Time tool gives a time stamp to parts of the project – but it’s for after to-do's are done rather than to plan how much time will be needed.

*Chat feature is overridden by Skype

*Files feature can be useful: client can approve and team can get them to do their work

*Under projects setting you can request an html or xml export

*Open atrium is Basecamp but open source and you host it yourself

*Recurring projects that happen every year – you can clone some parts of it (copy a workspace) and make another one

*Write-boards feature: capture meeting minutes, or for a collaborative document between parties. You can share it with a URL.

*Milestones feature: It’s something date related. Kick-off meeting, initial meeting with client, requirements, design, approvals, edit time (it’s a schedule). You can do notifications with milestones

*On the homepage you can see all the projects assigned to you, what’s due in the next two weeks for all of your projects.

*Generation gap can be a real challenge – is it worth it to onboard people to Basecamp who are uncomfortable?

*Basecamp is really useful for meetings because you can run through the status of the project

*Strongly encourage the messages to be sent to everyone. If it has nothing to do with what you’re working on you can always delete it.

*It’s helpful for clients to see the impact of not approving something or not getting documents to us in time

*This is not extra work, this is your project at a glance

*It keeps everyone honest about a project

*Always at the beginning of a project, as soon as you know you have a project you set out Basecamp

*Label annual or quarterly if it’s an ongoing project

*Even for small projects Basecamp works because everything is right there, it doesn’t fall off your radar

*Why is it so ugly? You can change the colors a little bit. Brand it through settings.

*Weird little things: search, you can search across projects or within a specific project. There is no search box, it’s a tab you have to click on.

*You can create a new “company” but it’s actually a program and then projects fall under it.

*A company is a client if you’re a consultant.

*There is a templates tab, create a title and a list description. You can still delete things from a template.

*Make the super user the administrator and have at least a couple of them. If you have a back-up person, they can always go in and pick up an archived project and find lost info. Create three to be on the safe side in case they both leave at the same time.

*You get notified if you’re assigned something through Basecamp so that you don’t have to log in to see assignments.


PIVOTAL TRACKER

*It uses spaces. It’s for requirements so they’re written differently than for a waterfall project. 

*They call requirements stories. They all go into the icebox.

*You assign points to different stories related to the level of effort it will take to complete it. 

*You can give it a label. If there’s a store on your website, you could have inventory tasks, etc.

*Descriptions can be used for testing.

*Comments box used for comments (duh?)

*You can physically drag items from the icebox to current, which is projects we are working on.

*Pivotal tracker would be hard to use for a non-technical project

*You have to drag items one at a time.</text>
    <sha1>4bd50681a85223aec4f58b60aefdfb772ac0c4f4</sha1>
  </revision>
</page>
<page arvcontinue="20160114201702|659">
  <title>DC2009:PM Principles - Website Essentials</title>
  <ns>0</ns>
  <id>206</id>
  <revision>
    <id>708</id>
    <parentid>505</parentid>
    <timestamp>2016-01-14T23:40:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="430" xml:space="preserve">=== Description ===

Some of the most universal project management challenges in Nonprofit Technology revolve around web sites, whether it's creating a new one, upgrading an old one, or just maintaining the current one. This session will provide an overview of web site project management, and follow a question-driven approach to address participant needs and curiosities.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>ba8ec99ee6195c06336acb56a3531dd1c333fa0a</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>DC2009:The convergence of architecture and content</title>
  <ns>0</ns>
  <id>43</id>
  <revision>
    <id>709</id>
    <parentid>572</parentid>
    <timestamp>2016-01-14T23:42:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8052" xml:space="preserve">=== Description ===

A long time ago, before Wikipedia and Facebook and other innovative online platforms, the line between software and the data managed by software was fairly clear. No more. But in so many technology projects these days, content is architecture and vice versa. This session will reflect on the convergence, and consider best practices for designing to meet long-term needs and requirements.

== Session Notes ==

Robert - changemakers - merging content and architecture

Introductions

Changemakers looking at a redesign
had developer they liked
needed design help
hired adapted path from SFO for design
good process - integrated project, developers and designers together, Drupal 
came to a point at end of design phase, became clear that there was a gap between the folks that would provide the content and their knowledge of the site and where to put it, user interface vs content.
e.g. right hand navigation - 'do i have to write that' 
also were in 4 languages - even more complicated
robert comes from arch and design background - have well established processes
web world - no standard convention for symbols, how it all works together
became clear that it would not be possible to have the content in time for launch without a content map.

Took wireframes pre-build, and tagged each piece of content with callouts (e.g. callouts for top nav bar - home, about, etc)
had a unique identifier (alpha numberic ABC), brief description, author (who is responsible for producing it), goal / purpose
built a set of excel tables w/ all the info in it plus more detail.

Can print out screenshots of site, mark it up, and push it to the right people.  gives people an idea for where they have to provide content.

Long excel list...

CONTENT		ENG	SP	FR	TYPE
HOME					STATIC

IMAGES.

Adam - likes to get writing of content started as soon as possible.  often starts before design is complete, but structure has been decided.

Was very hard for people to understand what it meant.  
Lots of user generated content.  
Being able to visually articulate where things will go and giving them context was very helpful.

Can go after people to author stories.  hard for folks to imagine something entirely new without a picture.

If content is late - what does it delay?  doesn't stop development or design, but can be helpful.  When you actually go to write it - there will be changes.  But cant launch till content is complete...

1st focus on the primary content necessary for launch.  Start as soon as possible.  Herding cats.  One reason it can be hard is that people cant visualize it.
Changemakers had an almost entirely distributed team, people all over.   Had lots of stories, when we did a tone analysis, decided they needed to redo them.  

People need to see it to understand.  WORD COUNTS - very helpful.  Helpful in managing up.  CMS can reinforce these limits.  
Visualization is very helpful for content creators - print out screenshots (by page type / template, or actual - whatever you can do)

UGC site (user generated content) vs "brochure site"
UGC - need to be further along in dev process before staring content development.
Brochure - can start earlier

Adam - start developing content as soon as you have your architecture set (set enough...)  
The content that is not in sidebars can be done without visualization, but the sidebar content may need to wait for visualization.
Depends on team that is working on content.  Journalists have hard time w/ fluid process. 

One challenge - put out blueprint winter 2008.  Translation work went off blueprint.  Changes happened.  How do you catch the translation work up to the changes.   Keeping finger on pulse to know when to notify translators.  Moving away from translating content.  Suggestion - move away from it.   

Changemakers runs competitions for social change - sponsors may want multiple languages, all UI and content need to be in all 4 languages.

Boundaries of user experience on web is largely language.  so...UX stops where language stops.  translating content into other languages - even by good translators, its bottlenecking based on English version.   instead, create assignment in the native language - do it de novo in that language, don't translate it.

Orig authored content vs translated...
redesign - will port content over.   

Selecting designers and developers - if they are a bad fit for the team, watch out.  doesn't matter how hot /  good they are.  need someone who will work well with the team.
Proprietary CMS locks you into long term financial commitments.
Tool should be determined based on needs.

Callouts would be grouped by team - (tech / marketing / journalists).
1 guy was basically managing all content.  created gantt chart for content delivery.
keeping style consistent - style guide?  had a person who monitored for that, and sent it back to author if needed.

Did people enter content right into Drupal?
Progressively opened up pieces of the new CMS as soon as possible to the guy managing content.  ended up having to move a lot of content in CMS himself.
What would be the best approach?  would be best if authors could add their own content.  However, Drupal is not the most user friendly back-end.  user friendly enough But people are somewhat unsure.  depends on tech skills of content people.

Adam - once site def is done, will put together what needs to happen, does basic training on adding content. 
depends also on ongoing process - if same people will be adding more content, then worthwhile, vs if they are just one-time (then do it yourself).

Scale and complexity of site itself is impt.  changemakers is a very intense site.  lots of interaction.  lots of functionality.  CMS is quite complex.
75,000 user profiles associated with changemakers.  3,000 entries (UGC).  Navigation top level pages.  Spreading content throughout site, leaning on architecture to do that.
bid to launch took 1.5 years.

Changemakers was a print mag - went online - have competitions - went on Drupal - realized it was time to make a jump.
watch out for old appendages that need to be dropped.  e.g. - if your site has always had a section called "programs".   your people say that will move over.  should it?  is that vertical something we need?  check to see if anybody uses that section.
people will want things that are completely irrational.
'manifesting that content elsewhere'
design of everyday objects - good book on design.
'archived section' - aka the graveyard - another good solution.

Keep design space and project management space separate in conversations.    keep meetings separate.  impt if you are managing up.
technology is easy, people are hard.
if people are joining for features that they saw on another site - ask about the intent and the need behind it.    what is it that you need?  can the need be met in another fashion?
product integrity...

Metrics can work to modify behavior, but hard.  

Other lessons - from adapted path - 'lets fail small'  - when you hit the rocks - if there is a problem, identify it, fail small, and get past it.  had that when it came to look and feel.  fail small now, vs. big later.  makes them feel more comfortable with things not being right, keeps things moving.

Always double your developer time.  it just takes longer.  perspective from developer side is different from user side.  TEST TEST TEST.  if it doesn't make sense to you it wont make sense to a user.  Make sure you have a demo / dev site to test things on.  it costs money - but that's better than going public and live and having users question.

Don't let developers push you around.  make them show progress.  listen to them.  everything is a draft.  get things done.  perfection is not possible, continual experiment.  

TESTING - try to imitate the path that a user would take, as a non-admin acct.  do it like a user would do it.  anytime you feel lost / wondering, take note.  takes 2 hours sometimes to write a good ticket.  be very precise.  I expected to see xxx, I saw yyy, screenshots, etc.</text>
    <sha1>7e38cd2bdede2994858483f100481ca675cca9d8</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>DC2009:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>46</id>
  <revision>
    <id>710</id>
    <parentid>585</parentid>
    <timestamp>2016-01-14T23:44:59Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3885" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
*Database of publications, membership sign-up, email listservs
*Proposal is inflated
*Stay away from Free Range, Citi has reasonable rates
*$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
*NEVER work with an independent consultant on a webproject, go with a house 
*Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
•	Wordpress sites between $5,000 and $10,000
•	Different data sets increase costs to up to $20,000
•	No justification for any more costs
•	Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
•	Current developer is $14,000 for a Wordpress site, but has complexity
•	Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
•	Custom php website, development $18,000 and front-end separate costs because it was being done in-house
•	Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
•	Possibly over $90,000 for original design and development five years ago
o	Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
•	Drupal as a major commitment 
•	Drupal and Joomla have Wordpress import methods
Website maintenance costs
•	$100/hr can translate to a monthly rate, plus hosting costs
•	With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
•	Customizations and upgrades only effect the code of CMS
•	PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
•	Website costing split between three phases: 
o	1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already; 
o	2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
•	If quote is over $10,000 get a second or third quote!
•	Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
•	Conversations should happen with new consultant:
o	1. What happens when we out-grow our current system?
o	2.  What happens when you are no longer our optimal web provider?
o	Ask a lot of questions!
Hosts:
•	Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
o	Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>2b1cf19d0bce5a1d5d10807a34a3cbef41bec4a5</sha1>
  </revision>
  <revision>
    <id>711</id>
    <parentid>710</parentid>
    <timestamp>2016-01-14T23:46:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3825" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
*Database of publications, membership sign-up, email listservs
*Proposal is inflated
*Stay away from Free Range, Citi has reasonable rates
*$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
*NEVER work with an independent consultant on a webproject, go with a house 
*Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
*Wordpress sites between $5,000 and $10,000
*Different data sets increase costs to up to $20,000
*No justification for any more costs
*Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
*Current developer is $14,000 for a Wordpress site, but has complexity
*Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
*Custom php website, development $18,000 and front-end separate costs because it was being done in-house
*Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
*Possibly over $90,000 for original design and development five years ago
o	Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
*Drupal as a major commitment 
*Drupal and Joomla have Wordpress import methods
Website maintenance costs
*$100/hr can translate to a monthly rate, plus hosting costs
*With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
*Customizations and upgrades only effect the code of CMS
*PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
*Website costing split between three phases: 
o	1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already; 
o	2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
*If quote is over $10,000 get a second or third quote!
*Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
*Conversations should happen with new consultant:
o	1. What happens when we out-grow our current system?
o	2.  What happens when you are no longer our optimal web provider?
o	Ask a lot of questions!
Hosts:
*Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
o	Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>18ffe7926eb0bc1c49186f2d9d30a8148e54b4e0</sha1>
  </revision>
  <revision>
    <id>712</id>
    <parentid>711</parentid>
    <timestamp>2016-01-14T23:46:35Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3811" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
*Database of publications, membership sign-up, email listservs
*Proposal is inflated
*Stay away from Free Range, Citi has reasonable rates
*$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
*NEVER work with an independent consultant on a webproject, go with a house 
*Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
*Wordpress sites between $5,000 and $10,000
*Different data sets increase costs to up to $20,000
*No justification for any more costs
*Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
*Current developer is $14,000 for a Wordpress site, but has complexity
*Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
*Custom php website, development $18,000 and front-end separate costs because it was being done in-house
*Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
*Possibly over $90,000 for original design and development five years ago
Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
*Drupal as a major commitment 
*Drupal and Joomla have Wordpress import methods
Website maintenance costs
*$100/hr can translate to a monthly rate, plus hosting costs
*With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
*Customizations and upgrades only effect the code of CMS
*PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
*Website costing split between three phases: 
1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already; 
2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
*If quote is over $10,000 get a second or third quote!
*Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
*Conversations should happen with new consultant:
1. What happens when we out-grow our current system?
2.  What happens when you are no longer our optimal web provider?
Ask a lot of questions!
Hosts:
*Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>d6a5a14ffe94793e51827e0f12904745c928a8a1</sha1>
  </revision>
  <revision>
    <id>713</id>
    <parentid>712</parentid>
    <timestamp>2016-01-14T23:46:58Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3813" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
*Database of publications, membership sign-up, email listservs
*Proposal is inflated
*Stay away from Free Range, Citi has reasonable rates
*$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
*NEVER work with an independent consultant on a webproject, go with a house 
*Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
*Wordpress sites between $5,000 and $10,000
*Different data sets increase costs to up to $20,000
*No justification for any more costs
*Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
*Current developer is $14,000 for a Wordpress site, but has complexity
*Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
*Custom php website, development $18,000 and front-end separate costs because it was being done in-house
*Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
*Possibly over $90,000 for original design and development five years ago
Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
*Drupal as a major commitment 
*Drupal and Joomla have Wordpress import methods
Website maintenance costs
*$100/hr can translate to a monthly rate, plus hosting costs
*With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
*Customizations and upgrades only effect the code of CMS
*PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
*Website costing split between three phases: 
1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already&lt;b&gt; 
2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
*If quote is over $10,000 get a second or third quote!
*Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
*Conversations should happen with new consultant:
1. What happens when we out-grow our current system?
2.  What happens when you are no longer our optimal web provider?
Ask a lot of questions!
Hosts:
*Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>47de1bf545c228af3732301b7ffb465c4e361c3e</sha1>
  </revision>
  <revision>
    <id>714</id>
    <parentid>713</parentid>
    <timestamp>2016-01-14T23:47:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3814" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
*Database of publications, membership sign-up, email listservs
*Proposal is inflated
*Stay away from Free Range, Citi has reasonable rates
*$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
*NEVER work with an independent consultant on a webproject, go with a house 
*Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
*Wordpress sites between $5,000 and $10,000
*Different data sets increase costs to up to $20,000
*No justification for any more costs
*Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
*Current developer is $14,000 for a Wordpress site, but has complexity
*Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
*Custom php website, development $18,000 and front-end separate costs because it was being done in-house
*Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
*Possibly over $90,000 for original design and development five years ago
Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
*Drupal as a major commitment 
*Drupal and Joomla have Wordpress import methods
Website maintenance costs
*$100/hr can translate to a monthly rate, plus hosting costs
*With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
*Customizations and upgrades only effect the code of CMS
*PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
*Website costing split between three phases: 
1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already &lt;b&gt; 
2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
*If quote is over $10,000 get a second or third quote!
*Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
*Conversations should happen with new consultant:
1. What happens when we out-grow our current system?
2.  What happens when you are no longer our optimal web provider?
Ask a lot of questions!
Hosts:
*Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>9e9a6ed91d9c55ebf22aeb02159f634eaaadb0f7</sha1>
  </revision>
  <revision>
    <id>715</id>
    <parentid>714</parentid>
    <timestamp>2016-01-14T23:47:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3813" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
*Database of publications, membership sign-up, email listservs
*Proposal is inflated
*Stay away from Free Range, Citi has reasonable rates
*$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
*NEVER work with an independent consultant on a webproject, go with a house 
*Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
*Wordpress sites between $5,000 and $10,000
*Different data sets increase costs to up to $20,000
*No justification for any more costs
*Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
*Current developer is $14,000 for a Wordpress site, but has complexity
*Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
*Custom php website, development $18,000 and front-end separate costs because it was being done in-house
*Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
*Possibly over $90,000 for original design and development five years ago
Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
*Drupal as a major commitment 
*Drupal and Joomla have Wordpress import methods
Website maintenance costs
*$100/hr can translate to a monthly rate, plus hosting costs
*With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
*Customizations and upgrades only effect the code of CMS
*PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
*Website costing split between three phases: 
1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already&gt;b&lt; 
2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
*If quote is over $10,000 get a second or third quote!
*Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
*Conversations should happen with new consultant:
1. What happens when we out-grow our current system?
2.  What happens when you are no longer our optimal web provider?
Ask a lot of questions!
Hosts:
*Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>d33d1105bb47e5cdc7350bfaae0223a7f0cb6f17</sha1>
  </revision>
  <revision>
    <id>716</id>
    <parentid>715</parentid>
    <timestamp>2016-01-14T23:48:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3810" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “what are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

== Session Notes ==

Gunner has seen four regular price points in past sessions.
Brochure wear: static website, very simple layout, no interactivity

Todd: $6 million for landscope.org, but not sure if all of that went to design and development
Elisabeth: $10,000 for design.  20 different design schemes per project area.  Need to either re-do or update site, and proposals are within the $10-$20,000 range.
*Database of publications, membership sign-up, email listservs
*Proposal is inflated
*Stay away from Free Range, Citi has reasonable rates
*$100/hr is average rate. Excellent support for Drupal, Joomla!, Wordpress projects
*NEVER work with an independent consultant on a webproject, go with a house 
*Compare original bid and final costs of previous projects
Ernesto-bills at $100/hr for non-profits.  
*Wordpress sites between $5,000 and $10,000
*Different data sets increase costs to up to $20,000
*No justification for any more costs
*Tack on 20% for maintenance and incidentals to  any proposal
Karen: Redesigning website, using same design team, and have a proprietary CMS bid for $60,000
*Current developer is $14,000 for a Wordpress site, but has complexity
*Merchant account costs around $1,000
Erik-$2,000 for Wordpress microsite
*Custom php website, development $18,000 and front-end separate costs because it was being done in-house
*Back-end will have several different front-end themes based on project—want to have one CMS to prevent redundancy 
Noelle: $15,000 for annual hosting and maintenance plus CapWiz
*Possibly over $90,000 for original design and development five years ago
Five years ago Drupal, Joomla!, Wordpress, CMS didn’t barely exist, so it was all proprietary and costly.  Now there is a reverse cost trend.
Phil: $150/hr for most senior designer.  
*Drupal as a major commitment 
*Drupal and Joomla have Wordpress import methods
Website maintenance costs
*$100/hr can translate to a monthly rate, plus hosting costs
*With a bigger site, i.e. Drupal with many modules installed, the annual update will take more time and be more costly
Keep data away from the code
*Customizations and upgrades only effect the code of CMS
*PHP as a security nightmare
Gunner: $75-$150 is range for consultant. Sysadmin should be billed at $75+.
*Website costing split between three phases: 
1. What should be on the website (identify audiences, user stories, organizational development)—Non-profits should have this already, will save $1,000s.  Don’t need a facilitator, the org. should know  this already

2/3. Tech phase: Graphic design &amp; Implementation/ development, keep these costs separate.  But, if there is  not any major re-design, can receive a cheap site for $2,000-$2,500 or use an existing Drupal/Wordpress template.  Design average at $3,000. DesignAction, West Cost shop.
*If quote is over $10,000 get a second or third quote!
*Membership areas with features like chat, discussion board, community, will be in the $20,000 range.
*Conversations should happen with new consultant:
1. What happens when we out-grow our current system?
2.  What happens when you are no longer our optimal web provider?
Ask a lot of questions!
Hosts:
*Rochen host, platform diagnostics, has a time-machine process.  Great host for Drupal
Need to have a C-Panel account, where there is an admin part of the site that is accessible from i.e. www.fulbright.org/admin (C-Panel and Plesk sp?)-allows for control of website and email accounts.</text>
    <sha1>27b69e89bb13f9ef9260ccd5270c4b15640a7acd</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>60</id>
  <revision>
    <id>717</id>
    <parentid>592</parentid>
    <timestamp>2016-01-14T23:55:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6493" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing
1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc.

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>a838c6da06578c961bcb0dc06d3bc42c612739a8</sha1>
  </revision>
  <revision>
    <id>718</id>
    <parentid>717</parentid>
    <timestamp>2016-01-14T23:55:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6495" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing
1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc.

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 

2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources.
 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	Moving target
-	Compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>ffb51f91ac5a35778a9eab49975f192c91945e8e</sha1>
  </revision>
  <revision>
    <id>719</id>
    <parentid>718</parentid>
    <timestamp>2016-01-14T23:57:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6484" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing
1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc.

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 

2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources.
 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
*have a better understanding of the system your using. 
*Understand the pitfalls that come up. 

CVSRM in Drupal?
*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>bfa99f68ebfcf7ad6ea9c1680b1871e12d4f699c</sha1>
  </revision>
  <revision>
    <id>720</id>
    <parentid>719</parentid>
    <timestamp>2016-01-14T23:58:17Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6484" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*Going back
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing
1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc.

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 

2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources.
 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
*have a better understanding of the system your using. 
*understand the pitfalls that come up. 

CVSRM in Drupal?
*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>9372a08c40180c795fe4d284ee34eb278c387ec1</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>Collaboration and Management in Cross-Departmental Web Projects</title>
  <ns>0</ns>
  <id>16</id>
  <revision>
    <id>721</id>
    <parentid>546</parentid>
    <timestamp>2016-01-15T00:01:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8012" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see Nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 yrs in Further Education, 8 years consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting Nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small Nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buy-in up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buy-in. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with Asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no tool-kit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal tool-kit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
    <sha1>2dfedc41ab598ed975971438c718f465ef52d308</sha1>
  </revision>
  <revision>
    <id>722</id>
    <parentid>721</parentid>
    <timestamp>2016-01-15T00:01:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8013" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see Nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 yers in Further Education, 8 years consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting Nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small Nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buy-in up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buy-in. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with Asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no tool-kit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal tool-kit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
    <sha1>db5efd14032a9d017e275fd50aeff60eaf863da3</sha1>
  </revision>
  <revision>
    <id>723</id>
    <parentid>722</parentid>
    <timestamp>2016-01-15T00:02:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8014" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see Nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 years in Further Education, 8 years consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting Nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small Nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buy-in up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buy-in. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with Asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no tool-kit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal tool-kit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
    <sha1>05e0feed2cc065ae663fdde06d52ebc7ca1d54d1</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>Managing Drupal Web Projects</title>
  <ns>0</ns>
  <id>70</id>
  <revision>
    <id>724</id>
    <parentid>141</parentid>
    <timestamp>2016-01-15T00:08:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="298" xml:space="preserve">=== Description ===

This session will dive deep on best practices for designing, developing, and maintaining Drupal websites. Topics will include template design, module selection, version management, and other configuration best practices.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>3510cfa96d6114d60a268a0957d62a26801ba6ff</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Assessing and Redesigning Web Sites</title>
  <ns>0</ns>
  <id>89</id>
  <revision>
    <id>725</id>
    <parentid>602</parentid>
    <timestamp>2016-01-15T00:15:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11679" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org's see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
*If they have a point of PAIN, they will come to site
*If they have a PASSION about your issue, they will come to site 
2 f’s
*If they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
*If they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA
How can we get qualitative data from users 
GUNNER:
call people about your website
do you use page x (most popular page)
why do you use it
what else would you like to see on it
what else do you look at that is similar

check out clickthrough’s on e-newsletters
look at it over time 
look at phrasing 
look at content/subject matter
tells you what people respond to in messaging and in your work
NORMAN:
Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
Check out 404’s - tells you what links aren’t work AND what people WANT to look at
MANAGE your info account, be sure that someone is able to respond - it’s 
“DEVELOPING PASSIONATE USERS” - Kathy Sierra
people like to be loved, to be listened to, keep talking to the people and cultivate the people who 
Stay close with advisor’s, get their feedback on new things

JED
Acknowledge users, 
fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users
e.g., Zagat’s initial site, reaching out to specific needs via their search
Know who your users are - how many people are using it to different things (donors, knowledge seekers etc.)
Purpose driven vs. Curious users
Purpose-driven will come see it regardless 
Curious user who has heard about your issue or your org and is curious
needs navigational guidance, your opportunity to cultivate someone new
They need more help

GUNNER:
you can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
we want to use the web to increase our donor base
what makes the passionate people not just look but also donate

JED
Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER
call everyone on the phone that has donated on line and thank them
be sure to respect their privacy preferences
find ways to ask them why they decided to give you money
Software to analyze click-throughs - traffic analysis
Clicktrax
A software that reads clicks with heat visual 
AWstats doesn’t really understand paths
Other softwares analyze paths

You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
should try to build different kinds of user experience for different users
we’d be silly to think that you can talk to everyon the same way

Gunner:
$ a month pitch - start at  a $ a month, then ramp them up

JED
ASPCA did it and made 1/2million quickly

GUNNER:
build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:

Emotion to get people to donate

Heather
webpages for different audiences as a possibility
it’s a huge amount of work, to create content, manage site so we haven’t done it

STEVEN
if we have opportunities to do them, it would be great but will add to cost of site
make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
pitch to people who have already donated once, they should be on a newsletter
email is cheaper and effective for gathering donations

re: analytics look at how long they stay on a page, if a huge number of people come from google etc. and they only stay a short time, then they aren’t finding the info they need


TALLY:
Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
Will talk more tomorrow morning, but here is basics:
Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla!, Plone)

JED:
Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
IF you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong because it’s easily taken over

JULIA:
Go out and ask them - how do we do it?
Send emails about different points of web design project to get their feedback

GUNNER:
and be sure to send them love - build mediated trust relationships
map people’s contributions into outcomes - they will appreciate it.

JULIA:
But you solicit input but at some point you decide not to take some input

GUNNER:
Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
Be sure that you know who you’re sending it to as well - don't dismiss feedback from board member of spouse, for example! 

GUNNER:
Be sure to get people that are passionate and on your side


JULIA:
Balance between listening and making decisions 

BILLY:

Creating customer evangelists (book) - I’ve learned from building little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:

We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?


GUNNER:
“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
Think of site in 2 ways - storefront - change the look
set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
You may alienate people by doing redesign 

STEVEN:
Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
Decoupling your feedback for design vs. for content
get feedback on content FIRST then design
Give text only website to check out content and architecture - validate your site not your designer.
ONce that works move to design phase

JULIA:

The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.


JULIA:
Can we talk more over the next few days about data tools? 

GUNNER:
Colin as a resource. I try not to 

JED:
You’ll need someone to ask the right questions and help you interpret it.

JULIA:
What data can I get? What will the data tell me?
STEVEN:
Google analytics - free, ask someone to help you go over stats with you
GUNNER:
be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Process, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, practical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clearly in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
    <sha1>1a568d8f8a8c50e33ab6d50e0b1d8e8a63ebc9e8</sha1>
  </revision>
  <revision>
    <id>726</id>
    <parentid>725</parentid>
    <timestamp>2016-01-15T00:23:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11760" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org's see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
*If they have a point of PAIN, they will come to site
*If they have a PASSION about your issue, they will come to site 
2 f’s
*If they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
*If they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA:
*How can we get qualitative data from users 

GUNNER:
*Call people about your website
*Do you use page x (most popular page)
*Why do you use it
*What else would you like to see on it
*What else do you look at that is similar

*Check out clickthrough’s on e-newsletters
*Look at it over time 
*Look at phrasing 
*Look at content/subject matter
*Tells you what people respond to in messaging and in your work

NORMAN:
*Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
*Check out 404’s - tells you what links aren’t work AND what people WANT to look at
*MANAGE your info account, be sure that someone is able to respond - it’s “DEVELOPING PASSIONATE USERS” 
*People like to be loved, to be listened to, keep talking to the people and cultivate the people who 
*Stay close with advisor’s, get their feedback on new things

JED:
*Acknowledge users, fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
*NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users e.g., Zagat’s initial site, reaching out to specific needs via their search
*Know who your users are - how many people are using it to different things (donors, knowledge seekers etc.)
*Purpose driven vs. Curious users
*Purpose-driven will come see it regardless 
*Curious user who has heard about your issue or your org and is curious
*Needs navigational guidance, your opportunity to cultivate someone new - They need more help

GUNNER:
*You can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
*We want to use the web to increase our donor base
*What makes the passionate people not just look but also donate

JED:
*Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER:
*Call everyone on the phone that has donated on line and thank them
*Be sure to respect their privacy preferences
*Find ways to ask them why they decided to give you money
*Software to analyze click-throughs - traffic analysis
*Clicktrax
*A software that reads clicks with heat visual 
*AWstats doesn’t really understand paths
*Other softwares analyze paths
*You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
*Lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
*Should try to build different kinds of user experience for different users
*We’d be silly to think that you can talk to everyone the same way

GUNNER:
*$ a month pitch - start at  a $ a month, then ramp them up

JED:
*ASPCA did it and made 1/2million quickly

GUNNER:
*Build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
*Donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
*Acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
*Coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:
*Emotion to get people to donate

HEATHER:
*Webpages for different audiences as a possibility
*It's a huge amount of work, to create content, manage site so we haven’t done it

STEVEN:
If we have opportunities to do them, it would be great but will add to cost of site
*Make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
*Pitch to people who have already donated once, they should be on a newsletter
*Email is cheaper and effective for gathering donations

RE: 
*Analytics look at how long they stay on a page, if a huge number of people come from google etc. and they only stay a short time, then they aren’t finding the info they need


TALLY:
*Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
*Will talk more tomorrow morning, but here is basics:

Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla!, Plone)

JED:
*Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
*If you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
*Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong because it’s easily taken over

JULIA:
*Go out and ask them - how do we do it?
*Send emails about different points of web design project to get their feedback

GUNNER:
*And be sure to send them love - build mediated trust relationships
*Map people’s contributions into outcomes - they will appreciate it.

JULIA:
*But you solicit input but at some point you decide not to take some input

GUNNER:
*Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
*Be sure that you know who you’re sending it to as well - don't dismiss feedback from board member of spouse, for example! 

GUNNER:
*Be sure to get people that are passionate and on your side


JULIA:
*Balance between listening and making decisions 

BILLY:

*Creating customer evangelists (book) - I’ve learned from building little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
*Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:
*We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
*When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?


GUNNER:
*“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
*Think of site in 2 ways - storefront - change the look
*Set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
*You may alienate people by doing redesign 

STEVEN:
*Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
*Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
*Decoupling your feedback for design vs. for content
*Get feedback on content FIRST then design
*Give text only website to check out content and architecture - validate your site not your designer.
*Once that works move to design phase

JULIA:
*The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.


JULIA:
*Can we talk more over the next few days about data tools? 

GUNNER:
*Colin as a resource. I try not to 

JED:
*You’ll need someone to ask the right questions and help you interpret it.

JULIA:
*What data can I get? What will the data tell me?

STEVEN:
*Google analytics - free, ask someone to help you go over stats with you

GUNNER:
*Be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Process, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, practical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clearly in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
    <sha1>b98fae5b10c39a41bc2564858c782066e7d32ffd</sha1>
  </revision>
  <revision>
    <id>727</id>
    <parentid>726</parentid>
    <timestamp>2016-01-15T00:24:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11755" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org's see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
*If they have a point of PAIN, they will come to site
*If they have a PASSION about your issue, they will come to site 
2 f’s
*If they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
*If they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA:
*How can we get qualitative data from users 

GUNNER:
*Call people about your website
*Do you use page x (most popular page)
*Why do you use it
*What else would you like to see on it
*What else do you look at that is similar
*Check out clickthrough’s on e-newsletters
*Look at it over time 
*Look at phrasing 
*Look at content/subject matter
*Tells you what people respond to in messaging and in your work

NORMAN:
*Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
*Check out 404’s - tells you what links aren’t work AND what people WANT to look at
*MANAGE your info account, be sure that someone is able to respond - it’s “DEVELOPING PASSIONATE USERS” 
*People like to be loved, to be listened to, keep talking to the people and cultivate the people who 
*Stay close with advisor’s, get their feedback on new things

JED:
*Acknowledge users, fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
*NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users e.g., Zagat’s initial site, reaching out to specific needs via their search
*Know who your users are - how many people are using it to different things (donors, knowledge seekers etc.)
*Purpose driven vs. Curious users
*Purpose-driven will come see it regardless 
*Curious user who has heard about your issue or your org and is curious
*Needs navigational guidance, your opportunity to cultivate someone new - They need more help

GUNNER:
*You can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
*We want to use the web to increase our donor base
*What makes the passionate people not just look but also donate

JED:
*Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER:
*Call everyone on the phone that has donated on line and thank them
*Be sure to respect their privacy preferences
*Find ways to ask them why they decided to give you money
*Software to analyze click-throughs - traffic analysis
*Clicktrax
*A software that reads clicks with heat visual 
*AWstats doesn’t really understand paths
*Other softwares analyze paths
*You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
*Lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
*Should try to build different kinds of user experience for different users
*We’d be silly to think that you can talk to everyone the same way

GUNNER:
*$ a month pitch - start at  a $ a month, then ramp them up

JED:
*ASPCA did it and made 1/2million quickly

GUNNER:
*Build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
*Donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
*Acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
*Coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:
*Emotion to get people to donate

HEATHER:
*Webpages for different audiences as a possibility
*It's a huge amount of work, to create content, manage site so we haven’t done it

STEVEN:
If we have opportunities to do them, it would be great but will add to cost of site
*Make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
*Pitch to people who have already donated once, they should be on a newsletter
*Email is cheaper and effective for gathering donations

RE: 
*Analytics look at how long they stay on a page, if a huge number of people come from google etc. and they only stay a short time, then they aren’t finding the info they need

TALLY:
*Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
*Will talk more tomorrow morning, but here is basics:

Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla!, Plone)

JED:
*Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
*If you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
*Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong because it’s easily taken over

JULIA:
*Go out and ask them - how do we do it?
*Send emails about different points of web design project to get their feedback

GUNNER:
*And be sure to send them love - build mediated trust relationships
*Map people’s contributions into outcomes - they will appreciate it.

JULIA:
*But you solicit input but at some point you decide not to take some input

GUNNER:
*Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
*Be sure that you know who you’re sending it to as well - don't dismiss feedback from board member of spouse, for example! 

GUNNER:
*Be sure to get people that are passionate and on your side

JULIA:
*Balance between listening and making decisions 

BILLY:

*Creating customer evangelists (book) - I’ve learned from building little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
*Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:
*We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
*When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?

GUNNER:
*“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
*Think of site in 2 ways - storefront - change the look
*Set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
*You may alienate people by doing redesign 

STEVEN:
*Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
*Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
*Decoupling your feedback for design vs. for content
*Get feedback on content FIRST then design
*Give text only website to check out content and architecture - validate your site not your designer.
*Once that works move to design phase

JULIA:
*The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.

JULIA:
*Can we talk more over the next few days about data tools? 

GUNNER:
*Colin as a resource. I try not to 

JED:
*You’ll need someone to ask the right questions and help you interpret it.

JULIA:
*What data can I get? What will the data tell me?

STEVEN:
*Google analytics - free, ask someone to help you go over stats with you

GUNNER:
*Be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.

WEBSITE REDESIGN, 2nd Group Notes

-Who's your Audience?
-What are you trying to get them to do?
-How are people using the current site?
-Look at log files to see where the traffic is really going
-Defining Organizational Goals
-Business Process, finding better more efficient processes
-Legacy Content?
-Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
-Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
-Making sure requirements are mapped out to the implementable, practical level
-Translating from layman/exec speak into tech speak
-Doing an Audit to figure out what you need to change
-Be specific, Define things clearly in the RFP
-SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
-"Don't Make Me Think" by Stephen Krug
-Internal Tensions within the Company
-Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
-Often when people make a small item a sticking point, there is often a larger issue behind it
-Planning for changes in the future.


-Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
-Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
-Getting results up quickly, phased approach, avoid stalling out</text>
    <sha1>e29cf357a896ddc1d09aec42efdd9fa707ac8e69</sha1>
  </revision>
  <revision>
    <id>728</id>
    <parentid>727</parentid>
    <timestamp>2016-01-15T00:25:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11756" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org's see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
*If they have a point of PAIN, they will come to site
*If they have a PASSION about your issue, they will come to site 
2 f’s
*If they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
*If they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA:
*How can we get qualitative data from users 

GUNNER:
*Call people about your website
*Do you use page x (most popular page)
*Why do you use it
*What else would you like to see on it
*What else do you look at that is similar
*Check out clickthrough’s on e-newsletters
*Look at it over time 
*Look at phrasing 
*Look at content/subject matter
*Tells you what people respond to in messaging and in your work

NORMAN:
*Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
*Check out 404’s - tells you what links aren’t work AND what people WANT to look at
*MANAGE your info account, be sure that someone is able to respond - it’s “DEVELOPING PASSIONATE USERS” 
*People like to be loved, to be listened to, keep talking to the people and cultivate the people who 
*Stay close with advisor’s, get their feedback on new things

JED:
*Acknowledge users, fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
*NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users e.g., Zagat’s initial site, reaching out to specific needs via their search
*Know who your users are - how many people are using it to different things (donors, knowledge seekers etc.)
*Purpose driven vs. Curious users
*Purpose-driven will come see it regardless 
*Curious user who has heard about your issue or your org and is curious
*Needs navigational guidance, your opportunity to cultivate someone new - They need more help

GUNNER:
*You can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
*We want to use the web to increase our donor base
*What makes the passionate people not just look but also donate

JED:
*Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER:
*Call everyone on the phone that has donated on line and thank them
*Be sure to respect their privacy preferences
*Find ways to ask them why they decided to give you money
*Software to analyze click-throughs - traffic analysis
*Clicktrax
*A software that reads clicks with heat visual 
*AWstats doesn’t really understand paths
*Other softwares analyze paths
*You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
*Lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
*Should try to build different kinds of user experience for different users
*We’d be silly to think that you can talk to everyone the same way

GUNNER:
*$ a month pitch - start at  a $ a month, then ramp them up

JED:
*ASPCA did it and made 1/2million quickly

GUNNER:
*Build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
*Donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
*Acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
*Coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:
*Emotion to get people to donate

HEATHER:
*Webpages for different audiences as a possibility
*It's a huge amount of work, to create content, manage site so we haven’t done it

STEVEN:
If we have opportunities to do them, it would be great but will add to cost of site
*Make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
*Pitch to people who have already donated once, they should be on a newsletter
*Email is cheaper and effective for gathering donations

RE: 
*Analytics look at how long they stay on a page, if a huge number of people come from google etc. and they only stay a short time, then they aren’t finding the info they need

TALLY:
*Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
*Will talk more tomorrow morning, but here is basics:

Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla!, Plone)

JED:
*Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
*If you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
*Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong because it’s easily taken over

JULIA:
*Go out and ask them - how do we do it?
*Send emails about different points of web design project to get their feedback

GUNNER:
*And be sure to send them love - build mediated trust relationships
*Map people’s contributions into outcomes - they will appreciate it.

JULIA:
*But you solicit input but at some point you decide not to take some input

GUNNER:
*Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
*Be sure that you know who you’re sending it to as well - don't dismiss feedback from board member of spouse, for example! 

GUNNER:
*Be sure to get people that are passionate and on your side

JULIA:
*Balance between listening and making decisions 

BILLY:

*Creating customer evangelists (book) - I’ve learned from building little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
*Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:
*We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
*When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?

GUNNER:
*“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
*Think of site in 2 ways - storefront - change the look
*Set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
*You may alienate people by doing redesign 

STEVEN:
*Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
*Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
*Decoupling your feedback for design vs. for content
*Get feedback on content FIRST then design
*Give text only website to check out content and architecture - validate your site not your designer.
*Once that works move to design phase

JULIA:
*The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.

JULIA:
*Can we talk more over the next few days about data tools? 

GUNNER:
*Colin as a resource. I try not to 

JED:
*You’ll need someone to ask the right questions and help you interpret it.

JULIA:
*What data can I get? What will the data tell me?

STEVEN:
*Google analytics - free, ask someone to help you go over stats with you

GUNNER:
*Be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.


WEBSITE REDESIGN, 2nd Group Notes

*Who's your Audience?
*What are you trying to get them to do?
*How are people using the current site?
*Look at log files to see where the traffic is really going
*Defining Organizational Goals
*Business Process, finding better more efficient processes
*Legacy Content?
*Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
*Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
*Making sure requirements are mapped out to the implementable, practical level
*Translating from layman/exec speak into tech speak
*Doing an Audit to figure out what you need to change
*Be specific, Define things clearly in the RFP
*SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
*"Don't Make Me Think" by Stephen Krug
*Internal Tensions within the Company
*Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
*Often when people make a small item a sticking point, there is often a larger issue behind it
*Planning for changes in the future.


*Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
*Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
*Getting results up quickly, phased approach, avoid stalling out</text>
    <sha1>dc0bebd53d7cf1efd5880c94930068df87ffa933</sha1>
  </revision>
  <revision>
    <id>729</id>
    <parentid>728</parentid>
    <timestamp>2016-01-15T00:26:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11762" xml:space="preserve">How does managing a website redesign differ from managing a website build from scratch?  What techniques and best practices can help you assess what needs to be updated, redesign appropriately, and then effectively implement the changes?

 
WEBSITE REDESIGN NOTES


Three AH-HA's! 

FINDING THE PASSIONATE USERS AND INVOLVING THEM IN THE REDESIGN OF THE SITE - not being afraid to do that
DESIGN ACCORDING TO MISSION RATHER THAN DESIGN FOR DESIGN
NOT USING PROPRIETARY PLATFORMS


GUNNER:

Clumsy generalizations
ask internally - “IN THE LAB” behind closed doors, budget reasons, timing reasons
ask externally - “IN THE FIELD” who is using your website
TEASE OUT THE MANDATE!
What do your people need from your org?

This is step number one: TEASE OUT THE MANDATE! 
look at log files for current website
build out pages that are most visited vs. building new subsection with no inpu


Invite users from your mailng list to give feedback, ask for team to give input on web redesign
look at “PASSIONATE USERS” and talk to them.

Org's see website as MEGAPHONE vs. figuring out how your website can serve your users needs
iterative - do it, roll it out and share, take feedback, do it again
You need to give your users something
If your user is really into your subject, they will come anyways, but if your user just wants to know 


2 p’s
*If they have a point of PAIN, they will come to site
*If they have a PASSION about your issue, they will come to site 
2 f’s
*If they gain visibility or reputation (FAME) from interacting with your site, then they will come to your site and come back to your site and send people to your site
*If they have FUN on your site (e.g., Meatrix), they will return to your site, they will get FAME by telling others about it.

ANITA:
*How can we get qualitative data from users 

GUNNER:
*Call people about your website
*Do you use page x (most popular page)
*Why do you use it
*What else would you like to see on it
*What else do you look at that is similar
*Check out clickthrough’s on e-newsletters
*Look at it over time 
*Look at phrasing 
*Look at content/subject matter
*Tells you what people respond to in messaging and in your work

NORMAN:
*Get info from info address, from complaints, take time to talk to people who are contacting you with questions/complaints
 
GUNNER:
*Check out 404’s - tells you what links aren’t work AND what people WANT to look at
*MANAGE your info account, be sure that someone is able to respond - it’s “DEVELOPING PASSIONATE USERS” 
*People like to be loved, to be listened to, keep talking to the people and cultivate the people who 
*Stay close with advisor’s, get their feedback on new things

JED:
*Acknowledge users, fish for those people by adding “GIVE US FEEDBACK” link that is higher up on page, get more feedback
*NEEDS-BASED ARCHITECTURE - make sure whoever is designing site is able to design based on the needs of your users e.g., Zagat’s initial site, reaching out to specific needs via their search
*Know who your users are - how many people are using it to different things (donors, knowledge seekers etc.)
*Purpose driven vs. Curious users
*Purpose-driven will come see it regardless 
*Curious user who has heard about your issue or your org and is curious
*Needs navigational guidance, your opportunity to cultivate someone new - They need more help

GUNNER:
*You can find out what google search terms key words to find out where it is directing your users, what terms are driving you traffic

LIZ:
*We want to use the web to increase our donor base
*What makes the passionate people not just look but also donate

JED:
*Conversion path - from curious to regular to donor - the holy grail of web design

GUNNER:
*Call everyone on the phone that has donated on line and thank them
*Be sure to respect their privacy preferences
*Find ways to ask them why they decided to give you money
*Software to analyze click-throughs - traffic analysis
*Clicktrax
*A software that reads clicks with heat visual 
*AWstats doesn’t really understand paths
*Other softwares analyze paths
*You can choose to do two homepages and randomize to figure out which homepage design gets more clickthroughs

BILLY:
*Lots of different kinds of donors, try to see who’s who in your community, then you can build value for different constituencies
*Should try to build different kinds of user experience for different users
*We’d be silly to think that you can talk to everyone the same way

GUNNER:
*$ a month pitch - start at  a $ a month, then ramp them up

JED:
*ASPCA did it and made 1/2million quickly

GUNNER:
*Build circle of people by having personalized email - “Hi I’m jim and i totally support this cause” JPG image of a donor, user, for “rotating community quotes” or something online - FAME

SON:
*Donating online is only one tool, but things that work include compelling stories - success stories, evaluation of programs
*Acknowledgement of donors, having a donor page, quoting from donors in a story, esp those who have funded particular program, donor of the month
*Coming up with concrete things to solicit donations, e.g., $28 can support a child, give linkage to program, to concrete thing

JED:
*Emotion to get people to donate

HEATHER:
*Webpages for different audiences as a possibility
*It's a huge amount of work, to create content, manage site so we haven’t done it

STEVEN:
If we have opportunities to do them, it would be great but will add to cost of site
*Make sure you have email strategy - most people who will donate are people you know, make sure that once you have the donation, send them email to connect to website, get them more involved.
*Pitch to people who have already donated once, they should be on a newsletter
*Email is cheaper and effective for gathering donations

RE: 
*Analytics look at how long they stay on a page, if a huge number of people come from google etc. and they only stay a short time, then they aren’t finding the info they need

TALLY:
*Many tools that are all different, cost different, vendors different - how can we assess?

GUNNER:
*Will talk more tomorrow morning, but here is basics:

Vendor: Pick a partner and not a technology, find a GOOD vendor, then ask that they use a tool that is appropriate - don’t choose proprietary vendor (MS, ColdFusion), choose open-source because they are more scalable and won’t lock you in (Drupal, Joomla!, Plone)

JED:
*Want to find a vendor who will ask what you need mission-wise, know that they’re going to listen first and recommend later

STEVEN:
*If you don’t know what it’s going to cost, then picking a partner could take you away from having control over the final cost

GUNNER:
*Do you outsource? It’s ok as long as you know that your project can continue if your consultant/point person is out - and open source is strong because it’s easily taken over

JULIA:
*Go out and ask them - how do we do it?
*Send emails about different points of web design project to get their feedback

GUNNER:
*And be sure to send them love - build mediated trust relationships
*Map people’s contributions into outcomes - they will appreciate it.

JULIA:
*But you solicit input but at some point you decide not to take some input

GUNNER:
*Set expectations - we’ll get lots of feedback so we thank you for your input we may not use everything etc.

JED:
*Be sure that you know who you’re sending it to as well - don't dismiss feedback from board member of spouse, for example! 

GUNNER:
*Be sure to get people that are passionate and on your side

JULIA:
*Balance between listening and making decisions 

BILLY:

*Creating customer evangelists (book) - I’ve learned from building little advisory groups - i can leverage their trust, attention, expertise within org - it’s not me making the changes on the content, it’s what my advisory group wanted

JULIA:
*Had communications audit, that I didn’t think was that good, but it gives you political cover in internal management

BILLY:
*We’ve been talking in traditional us/them dynamic but the trust we build is essential - 

NORMAN:
*When would be a reasonable frequency to do a redesign. Our org traffic has been down, people looking for answer to why. Site was designed 3 years ago - what is a good reason to find that we should do a redesign?

GUNNER:
*“We need to fluff the pillows” version of web redesign if its main goal is to REFRESH it. But you upgrade your website when youu need - know why you are doing the redesign

JED:
*Think of site in 2 ways - storefront - change the look
*Set of behaviors - if it’s still meeting the behaviors that your users are engaged in, then you may not need a full rethink - if it ain’t broke don’t fix it.

GUNNER:
*You may alienate people by doing redesign 

STEVEN:
*Whether or not an org is evaluating their technology as often as their policy priorities - if you’re making a change in what you’re doing, then you can do overhaul/redesign

SCOTT:
*Did a whole redesign and got a call back a month later saying “WE changed our name and our mission”

GUNNER:
*Decoupling your feedback for design vs. for content
*Get feedback on content FIRST then design
*Give text only website to check out content and architecture - validate your site not your designer.
*Once that works move to design phase

JULIA:
*The graphic design has so much to do with if you find what you’re looking for. If you can’t show me that i can figure out the site up front, then i’m not going to stick around. Brought in graphic designers to work with our web vendor, didn’t want vendor to design site.

JULIA:
*Can we talk more over the next few days about data tools? 

GUNNER:
*Colin as a resource. I try not to 

JED:
*You’ll need someone to ask the right questions and help you interpret it.

JULIA:
*What data can I get? What will the data tell me?

STEVEN:
*Google analytics - free, ask someone to help you go over stats with you

GUNNER:
*Be careful about using google - using google is effectively yielding 4th amendment privacy rights - they will crawl your data.


'''WEBSITE REDESIGN, 2nd Group Notes'''

*Who's your Audience?
*What are you trying to get them to do?
*How are people using the current site?
*Look at log files to see where the traffic is really going
*Defining Organizational Goals
*Business Process, finding better more efficient processes
*Legacy Content?
*Actually watch clients go through their current processes in order to determine what they actually need to change, and what can stay the same
*Talk to members of the organization who do not have a direct connection to the website, in order to get a broader picture of how people percieve the current website
*Making sure requirements are mapped out to the implementable, practical level
*Translating from layman/exec speak into tech speak
*Doing an Audit to figure out what you need to change
*Be specific, Define things clearly in the RFP
*SCRUM
  Client comes up with priorities (Naratives)
  Whole group gets together, clients and developers, and builds a product in 30 day sprints
*"Don't Make Me Think" by Stephen Krug
*Internal Tensions within the Company
*Let people know that with templates, you can shift things around easily, so don't get stuck on look and feel if it's easy to change it later
*Often when people make a small item a sticking point, there is often a larger issue behind it
*Planning for changes in the future.


*Redesigning can be more difficult than starting from scratch, there are emotional issues in addition to  practical
*Address basic communication points, finding out what people actually want/need, what needs to change, what really doesn't 
*Getting results up quickly, phased approach, avoid stalling out</text>
    <sha1>099bdcd9a15b149bf483f3895d54e4479f269c84</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Challenges of remote collaboration</title>
  <ns>0</ns>
  <id>91</id>
  <revision>
    <id>730</id>
    <parentid>417</parentid>
    <timestamp>2016-01-15T00:27:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2934" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

* "TRUST" is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--Multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, what are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, concalls
** Some tasks should be f2f, some should be online</text>
    <sha1>f01959d268bae77b0c6d5e933d6b50254974eb8d</sha1>
  </revision>
  <revision>
    <id>731</id>
    <parentid>730</parentid>
    <timestamp>2016-01-15T00:27:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2942" xml:space="preserve">Challenges of remote collaboration:

* Timezone
* Lack of casual conversations
* No face-to-face leads to lack of "getting to *know* people"
* Language barriers
* Travel for requisite f2f meetings can be troublesome
* Communications are made slow and difficult which CAN lead to slower decision making
* Management (productivity, "nagging," checking up on staff)
* Tools and styles of remote collab can lead to overwhelming amounts of info and tool burnout

Group communication tools (chat, audio, etc.)  &lt;-- success dependent on organizational culture, etc.

Specific problems with video - uncomfortable.

Related to culture, differences in gender, differences in position, can cause problems with online conversation... is this a reflection of problems that happen offline as well or unique to online?

Communications-styles are really the driving force here...

Management issues: personality, motivation, preferred communication styles, productivity/task, collaboration requirements

Offline/remote situation has SOME challenges, but most of them seem to be *management* issues that are exacerbated by the remote situation

* "TRUST" is a very big part of successful remote work/collaboration.  Know people already or have a good reference/"vetting" process through trusted links to build trust.

Is it "better" to go face-to-face?  (ref.: SCRUM development {everyone on site in one room working together day in and day out})

--Multiple offices within one company -- does that cause different organizational dynamic between offices, hierarchy, cultures of each office.  are they unified, "confederated," or super different?

Good way to keep informed: end of day call or meeting, or morning "scrum" where everyone talks about "what i've done, what i'm doing, what i'm going to do, how am I?, what are my problems/challenges right now?" --- also, immediate personal goals (intra-personal, personal productivity, etc.) and immediate project goals (accomplish Task X, Y)

Some things are appropriate for online communication, but other things aren't (some HR stuff, whether to put negative information in writing, actionable/discoverable/CYA info, privacy things, some gossip/chat)

Bad News Won't Travel Up -- news gets filtered "more positive" as it rises up the hierarchy... so management needs its own sources of information to find out bad things...

360 reviews - constructive criticism and positive feedback going both ways


** If you CAN, then you should f2f as much as possible, especially at beginning
** Impasses -- negative blocks -- can be resolved easier f2f
** Strategic and vision related discussions should be f2f
** Easier to avoid negative convos when online; but you still have to have those sometime


** Strive to replicate the BENEFITS of f2f in an online mode
** Intentionality - you must strive to overcome challenges
** Tools: group chat, video, conference calls
** Some tasks should be f2f, some should be online</text>
    <sha1>15f16fd3dbc5eedd2e303069364f0d5447e969dd</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Collaboration and Management in Cross-Departmental Web Projects</title>
  <ns>0</ns>
  <id>92</id>
  <revision>
    <id>732</id>
    <parentid>604</parentid>
    <timestamp>2016-01-15T00:29:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8010" xml:space="preserve">'''How can project manager engage and work with many different departments for cross-functional projects like websites or CRM implementations? Where should a project manager ideally live in the organizational chart to manage these projects? Or when is an external consultant better positioned to manage effectively? Participants will share thoughts and what's worked for them on these thorny issues.
'''

''Main notes follow. Scroll to the bottom for our conclusions!
''

'''Who are you? Where are you from?'''
* Norman, NY, He doesn't see Nonprofits embracing the whole project management area. Why is it important? Decisions made too quickly. 
* Heather, DC, interested in dynamics of working relationships in small organizations. 
* Colin Harrison, Yorkshire, 19 years in Further Education, 8 years consulting business 95-03. CEO non-profit ICT services company.  Project manager. Regional IT champion for Yorkshire. Getting Nonprofits using IT more effectively. blog: http://yhictchampion.org.uk
* Fred, Project manager, NY, at Murphy Center. 
* Mouhamad, Coop America in DC, coming from corporate world. 60 people in the organization, which has been around for 25 years. The organization is growing now, but there is a nervousness around IT.
* Billy, Techsoup, growing organization from 50-160. 
* David, technical problems are easy, it’s the people problems you have to worry about! 
* Dan, NY, operation centric is his goal. Everything is localized. 
* Jed, ACLU for three years, now at Revenue Watch. Bringing the needs of different groups together.

Jed – Heather, Fred, Mouhamad – they are all talking about people problems (from small Nonprofits of four to large regions of the UK). Some of the same kinds of resistance exist – listening, communication.

Colin – IT projects are about trying to get changes within organizations. They need to be derived from the mission of the organization. How can we apply IT  to help them do things better or do better things?

Norman – Project management is not all about technology. Good amount of time working with people, marketing people, etc… Far away from server problems, etc… Responsibilities fall now on working with other people. (People’s time is not adjusted to add a new project – you have to become the psychologist to get them to do it).

Are there good experiences in cooperation?

Dan – Custom in–house projects people love. Champions from each department. They get buyin up the chain. It’s so important that they work on weekends, etc…

Norman - How do you win them over?

Dan – We showed them the technology and they use it. Since they’re so interested they go for it (they’re the 10%). So he can’t take credit. They struggle more on a senior level.

Mouhamed – Part of project management is politics – making sure people are on board. He is a big fan of teams, or task forces. He can sit with different people in different places. Giving them a separate identity from their own departments really makes a difference! They have their own team email, etc…. This separates them, so gives them more direct content. So he is now the manager of the team, not just the tech guy. It’s a much easier way to maneuver around the organization.

Norman – He is working in IT, but if he doesn’t talk to the other departments, he doesn’t know what’s going on. He has to make the effort to be involved. What about group lunches and talks?

David – This only works up to a certain size in the organization.

Fred – Sit down with every director a couple of months. What do you think about this? What can IT do for you? What do you hear from staff that we might not be hearing about? It’s become much easier to identify central projects the organization needs to launch.

David – Internet strategy is similar to getting buyin. Strategy is about finding a connection, figuring out the message. What Fred is doing is audience research at the organization. It becomes a much easier sell then.

Billy – Aligning interests with various stakeholders seems obvious but how come it is still so difficult?

David – We’re all human! We’re not all Mr. Spock.

Mouhamad – We’re talking about the sector of market that is really attached to their work. What about three-year old posters on the website? Emotional issues here. He sends out a project newsletter – if it’s once a week and three paras is fine. This is what you’re getting. It will let you do this. This includes links to what DSL is. People are very responsive.

Colin – IT is political (first sentence of dissertation in 1989). In 1997 I did research with asian shopkeepers looking at the reason they were not installing EPOS (scanning systems). The reasons came out as Time, control and profit:
"I have not enough '''time''' to do it" But you will get more '''time''' back.
" I don't understand this stuff - I will lose '''control''' of the business to my son." But if you spend a little time to learn it - you will get much more '''control''' over your business (e.g. stock '''control''')plus you will get more time to spend '''on''' your business not '''in''' your business!
"I will lose money doing this stuff" But you will get more profit from it if you learn it (even if you think you don’t have the money now). 

The issues are not that much different with non-profits. (Perhaps replace the word profit by "viability" or something like that.

The organization needs to take control of IT, not just IT department. Talk to people about mission, etc… then they realize how the tools can help. Attack the decision makers – this can help you achieve the mission better.

Billy – The idea of framing. Note the linguist George Lakehoff. It seems like culture, social is soft and anyone who talks about it is soft. What?!! Wikis flatten hierarchies.

David – Source: Wikinomics. Losing control but getting more in return.

These soft aspects – what it takes to create an identity – there is no toolkit, yet we’ve all agreed that these are as vital as a stable server, a timeline, etc…

Norman - Is this informal way of reaching out to people something that needs to be formalized in some way? Does this need to be put out there more that it’s not just technology?

David - Yes. We need tips that people can use. We need to recognize there’s more to the project than just identifying the scope.

'''Conclusions:''' The basic definition of project management should include an informal toolkit of all the soft tools that PMs use to keep the project running. Should it be called a toolkit or a vocabulary? We need a "soft" project management manual. 

There are a range of tools and interpersonal, collaborative, political techniques that PMs use to keep a project moving and keep all parties comfortable, informed and on board. These "soft" tools include everything from email updates and one-on-one coffees to organization-wide initiatives like company newsletters that inform groups what other groups are doing, or monthly show and tell presentations at a staff meeting. Tips for how to follow up with people, knowing how to share ownership with people (as in Mouhamad's example of giving the sub-group working on the project a sense of membership and value to the project team, versus the department they work in), finding your evangelists, etc. ... 

'''Why can't the PM "bible" include guidelines and suggestions for how these less formal techniques are the grease and the glue that keep projects moving and give a sense of trust, ownership and inclusion to all stakeholders?'''

Also, as with the example of the false, built-in "rebellion" in "The Matrix" movies, this cannot be a formal design for informal communication. If we "write it in" too much, it will become another rote obligation and the "real" informal communication will reside elsewhere. Instead, this toolkit should be a set of suggestions, not yet another jargonized template or timeline. It needs to have genuine (authentic) informality.</text>
    <sha1>49f91f129eb6076453ccc690b7ed3a6bdcf83ca2</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Collaborative Tools</title>
  <ns>0</ns>
  <id>93</id>
  <revision>
    <id>733</id>
    <parentid>605</parentid>
    <timestamp>2016-01-15T00:30:58Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4152" xml:space="preserve">Collaborative

Collaborative Tools
*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  Flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  User adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  Easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  Expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  Good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  Personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  One question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  Bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  Familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  Needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  Good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  Fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>3da474910f46bece540deccda2c4447018120666</sha1>
  </revision>
  <revision>
    <id>734</id>
    <parentid>733</parentid>
    <timestamp>2016-01-15T00:31:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4159" xml:space="preserve">Collaborative

'''Collaborative Tools'''

*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  Flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  User adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  Easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  Expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  Good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  Personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  One question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  Bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  Familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  Needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  Good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  Fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>e5cfeeb2d0179c43f6e4ad8502d75bd726d4121f</sha1>
  </revision>
  <revision>
    <id>735</id>
    <parentid>734</parentid>
    <timestamp>2016-01-15T00:31:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4144" xml:space="preserve">'''Collaborative Tools'''

*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

Factors in Choosing Tools:
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

Discussion
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  Flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  User adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  Easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  Expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  Good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  Personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  One question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  Bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  Familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  Needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  Good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  Fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>f0944518f409e80002f883ed7aff73ef420df5a9</sha1>
  </revision>
  <revision>
    <id>736</id>
    <parentid>735</parentid>
    <timestamp>2016-01-15T00:31:58Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4156" xml:space="preserve">'''Collaborative Tools'''

*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

'''Factors in Choosing Tools:'''
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

'''Discussion'''
Wikis&lt;br&gt;
Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  Flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  User adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  Easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  Expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  Good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  Personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  One question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  Bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  Familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  Needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  Good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  Fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>f2e1c7a666200dafcaef5eec14990c10080dbc5f</sha1>
  </revision>
  <revision>
    <id>737</id>
    <parentid>736</parentid>
    <timestamp>2016-01-15T00:32:14Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4157" xml:space="preserve">'''Collaborative Tools'''

*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

'''Factors in Choosing Tools:'''
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

'''Discussion'''
Wikis&lt;br&gt;

Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  Flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  User adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  Easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  Expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  Good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  Personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  One question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  Bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  Familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  Needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  Good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  Fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>8ae9532986cfa283fe806304e01f953a6110120f</sha1>
  </revision>
  <revision>
    <id>738</id>
    <parentid>737</parentid>
    <timestamp>2016-01-15T00:32:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4155" xml:space="preserve">'''Collaborative Tools'''

*Wikis
*Blogs
*conference Calls
*Emails
*Googledocs
*SharePoint
*Instant Messaging
*IRC/Group Chat
*NetMeeting (Shared Desktop)
*RSS
*Meetings
*Intranets
*Telephones
*Calendars
*Social Networking Sites (LinkedIn, Facebook)
*Forums/Bulletin Boards
*Listserves
*Video Conferencing
*Second Life

'''Factors in Choosing Tools:'''
*Location of members, documents, and products.
*Cost
*Ease of use
*Time--length of collaboration--amount of planning
*Compatibility
*Synchronous/asynchronous
*Audit trail
*Privacy/security
*Stage/phase
*Availability/Infrastructure
*Time zones
*Urgency of collaboration
*File sharing
*Versioning
*Number of people on your team

'''Discussion''' (Wikis)

Pros:  Lots of info, versions, flexible, fast to post, great for producing docs, generally easy to use, good for documentation, infinitely scalable, captures high quality, good for background&lt;br&gt;
Cons:  not as easy to understand, better for tech savvy, difficult to parse, can be difficult to find, adoption is challenging, adoption can be hard, needs more monitoring, can be hard to view what changes (depending), difficult to compartmentalize, versions can be an issue, bad for simultaneous groupware&lt;br&gt;
&lt;br&gt;
GoogleDoc|Collaboration&lt;br&gt;
Pros:  Simultaneous writing, easy access to files, structure is closer to what people are used to, easy to have different teams on different documents, Can have view-only users, versions is easier, more easily supports word/openoffice, easy to get started, easy to upload without a lot of &lt;br&gt;
Cons: Individual; not group focused (in GoogleDocs), security is a pain, everyone needs google account, not as fast to scale, easy to delete, have to backup data, internet dependence, hard to archive&lt;br&gt;
&lt;br&gt;
SharePoint/Intranets--intranet portal that allows easy creation of subportals--group collaboration internet tool--includes calendars--microsoft project&lt;br&gt;
Pros:  Flexibility, doc storage, SharePoint integrates well with Microsoft, easily post docs, file sharing, good for non-tech ????&lt;br&gt;
Cons:  User adaptation, it can do anything but at a weighty cost, SP:  overlap with MS Products poorly, difficult/costly to customize, costly to add licensens/file space&lt;br&gt;
More:  There's an overlap of sharepoint skills and programming skills to be able to fully utilize sharepoint.&lt;br&gt;
&lt;br&gt;
Basecamp/Central Desktop/etc&lt;br&gt;
Pros:  Easy to use, see different changes/audit log, clear doc trail, tasks/milestones, discussions&lt;br&gt; 
Cons:  Expensive, limited functionality, not as flexible&lt;br&gt;
More:  When would you use wiki vs. basecamp?&lt;br&gt;
&lt;br&gt;
Social Networking Sites&lt;br&gt;
Pros:  Good for contact storage, outreach to volunteers, free, keeping in touch, personal ties&lt;br&gt;
Cons:  Personal ties, substantial setup&lt;br&gt;
&lt;br&gt;
Forums/Bulletin Boards/Listserves&lt;br&gt;
Pros:  One question/multiple answers, ask the public, social postings, can opt to view or get emails, task allocator, digest or not, push&lt;br&gt;
Cons:  Bat at organizing things, setup intensive, adoption, volume of email, lack of ownership, easy to ignore&lt;br&gt;
&lt;br&gt;
Blogs&lt;br&gt;
Pros:  Familiar, promotes discussion, feel fancier/newer, more central control&lt;br&gt;
Cons:  Needs central direction, needs to be set up, stagnates/bottlenecks without central contributor, new setups for new things&lt;br&gt;
More:  Good if you'd got it.&lt;br&gt;
&lt;br&gt;
IM/IRC/Group Chat&lt;br&gt;
Pros:  Fast response, synchronous/asynchronous, captures fluid knowledge, great for rewrite, quick question/answer, watercooler conservation&lt;br&gt;
Cons:&lt;br&gt;
More:  Multicollaborative Joomla Bug Squashing IRC/Yugma/Skype&lt;br&gt;
Cons:&lt;br&gt;
&lt;br&gt;
Second Life&lt;br&gt;
Pros:&lt;br&gt;
Cons:  Geeky, high setup--admin/avatar angst/user needs to setup,&lt;br&gt;
&lt;br&gt;
Video Conferencing:&lt;br&gt;
There's no tendency to multitask since you're accountable.  Maybe we should change the culture of multitasking for other larger-scale collaborative venues (group chats, conference call, etc).&lt;br&gt;
&lt;br&gt;
Q:  What do you do with team members with different amounts of tech experience?  What tools would you recommend?&lt;br&gt;
A:  Conference calls.  There needs to be a culture of how to be comfortable with the tools that you use on both sides.&lt;br&gt;
&lt;br&gt;</text>
    <sha1>08c6bbafca258777e5125193beccd60a849da8bc</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>99</id>
  <revision>
    <id>739</id>
    <parentid>607</parentid>
    <timestamp>2016-01-15T00:42:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4717" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

Interface between project and IT departments

Feeling responsible for the growth of the whole field

Figuring out what people actually want (needs assessment)

Different types of personalities on the team

Politics interfering with the management of the project

Corporate refugees adjusting to the culture of non-profit

The many hats one project manager has to wear

Not enough systems thinking

Feeling overwhelmed

Scope changes in the middle of the project

	-How to prevent?

	-How do deal?

Competing interests

The accidental PM

Split between techies and non-techies

Immediate demands vs. best practices

Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>cb91b3a90a35f6d99960c0a9aee15e9b1ec0f872</sha1>
  </revision>
  <revision>
    <id>740</id>
    <parentid>739</parentid>
    <timestamp>2016-01-15T00:43:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4733" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project

	-How to prevent?

	-How do deal?


Competing interests:


*The accidental PM

*Split between techies and non-techies

Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>938ea2f604d1a548fee683d86da60275881ea636</sha1>
  </revision>
  <revision>
    <id>741</id>
    <parentid>740</parentid>
    <timestamp>2016-01-15T00:43:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4731" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project:

*How to prevent?
*How do deal?


Competing interests:


*The accidental PM

*Split between techies and non-techies

Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>7ebb617e0f4b86cab9774fbaeb0f6fbe53203900</sha1>
  </revision>
  <revision>
    <id>742</id>
    <parentid>741</parentid>
    <timestamp>2016-01-15T00:44:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4732" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project:

*How to prevent?
*How do deal?


Competing interests:


*The accidental PM

*Split between techies and non-techies

*Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>0b9b2d323868095cadeb0c0aa03339c729fe2dc4</sha1>
  </revision>
  <revision>
    <id>743</id>
    <parentid>742</parentid>
    <timestamp>2016-01-15T00:44:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4731" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project:

*How to prevent?
*How do deal?


Competing interests:

*The accidental PM

*Split between techies and non-techies

*Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework

Testing is a big part of the monitoring

Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>3a80ab2a25888e941a2828734e6db06b29779634</sha1>
  </revision>
  <revision>
    <id>744</id>
    <parentid>743</parentid>
    <timestamp>2016-01-15T00:44:54Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4734" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project:

*How to prevent?
*How do deal?


Competing interests:

*The accidental PM

*Split between techies and non-techies

*Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework:

*Testing is a big part of the monitoring

*Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>2666aac470c1561a198f36f1905bdddd1c200df4</sha1>
  </revision>
  <revision>
    <id>745</id>
    <parentid>744</parentid>
    <timestamp>2016-01-15T00:46:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4735" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project:

*How to prevent?
*How do deal?


Competing interests:

*The accidental PM

*Split between techies and non-techies

*Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework:

*Testing is a big part of the monitoring

*Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership


Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>a13477566c6e5196226a808fd3c40ceedb43ec38</sha1>
  </revision>
  <revision>
    <id>746</id>
    <parentid>745</parentid>
    <timestamp>2016-01-15T00:46:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4735" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)

Session stats:


Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project:

*How to prevent?
*How do deal?


Competing interests:

*The accidental PM

*Split between techies and non-techies

*Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework:

*Testing is a big part of the monitoring

*Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

*Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
    <sha1>fa811f68a8a6da56a3ba5d019938892fe95eb74e</sha1>
  </revision>
  <revision>
    <id>747</id>
    <parentid>746</parentid>
    <timestamp>2016-01-15T00:47:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4734" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

Facilitator: Michelle Murrain 

Session: Migrating to pre-existing solution (Salesforce, eTapestry, etc.)

1/10/08 2:00 PM

Basic Issues people face in migration/mapping:

Upgrades user issues

Question (Michelle): If implementing new software/system, how do you get users on board, trained, in support of, etc?

Responses:

    * In some cases, users push the change in the first place
    * Personalized training user by user
    * On demand, as needed sharing


Determine Scope, is the project organization-wide or does it only affect one department? One user?

How do you prepare users for a change in complexity moving from one application to another:

Responses:
Choose good software, implementing problematic software is needlessly challenging
Implementation and training as close as possible to one another
There's a difference between people who will use the application and people who need the information being entered. One issue in implementation is managing this difference.

Change Management - what are the main issues in moving from one software app to another:

Users unfamiliar with new application
Loss of functionality of new applications, often for personal purposes (Youtube, banking, etc.)
Change caused to business processes
Moving paper processes to online processes involves significant "comfort" issue with users.
Letting all staff/users know very clearly "why" a new application is being implemented can help with buy-in.
Dealing with legacy information is a problem. Requires time/effort to either clean data or determine whether or not it's needed.

"Square peg/round hole problem" what strategies do people have for working around limitations in off-the-shelf software:

Increase backoffice workload to resolve specific problems.
Suggest use period (one month, two months, etc.) then report back on needs.
What is the output, is this functionality actually required to accomplish the output


"If the users aren't happy they will revolt."

Biggest challenge in implementing software packages is managing impact on users.
Difference with an existing package over custom built application is ability to meet specific user needs.
Sales process - show benefits of software, sell, convince of utility
Decision for application should NOT come from the IT department


Second set of notes (Lena's note: edit in)


Session stats:

Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.


Question: Why does it seem that people are moving more towards software development projects?

- People want to use software to resolve issues but would like to leave the project management to others

- Industry is buying into software, but pre-packaged programs don't exist for that industry


Pain points:

*Interface between project and IT departments

*Feeling responsible for the growth of the whole field

*Figuring out what people actually want (needs assessment)

*Different types of personalities on the team

*Politics interfering with the management of the project

*Corporate refugees adjusting to the culture of non-profit

*The many hats one project manager has to wear

*Not enough systems thinking

*Feeling overwhelmed


Scope changes in the middle of the project:

*How to prevent?
*How do deal?


Competing interests:

*The accidental PM

*Split between techies and non-techies

*Immediate demands vs. best practices

*Rationale for variation

*The initiate to plan phase is where most of these come up


Interests:

*Collaborating with others

*Solutions for dealing with non-profit culture

*Some high-level technology training for the upper management


Tools:

*Magic 8-Ball

*Basecamp

*Book about Project Management, by Project Management


Additions to framework:

*Testing is a big part of the monitoring

*Possible research between initiate plan


Things that help:

*Communication

*Managing expectation

*Defining ownership

*Empathy 

*Customer Service

*Assume that there is going to be a crisis.  The test is how you handle it.

*Anything is possible</text>
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  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Interactive Agenda Clustering</title>
  <ns>0</ns>
  <id>100</id>
  <revision>
    <id>748</id>
    <parentid>608</parentid>
    <timestamp>2016-01-15T00:49:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7662" xml:space="preserve">'''Clusters:'''

Remote teams
*How to manage remote teams effectively
*Managing projects from multiple locations
*Managing teams across distances
*How to manage distant clients

How do I rescue a failed project?
*Dealing with problems within projects
*Being a "rescue swimmer" for a failed project
*How to deal with failed projects that are not your fault
*What to do when you inherit someone else's project

Software Development:
*Project management in software development
*How to plan for and determine scalability of projects functionality
*What happens after close launch or phase
*After the launch, project management part deux
*How to get people in organization to take responsibility of updating website
*Projects that wont close:  when to call it quits

Embracing Risk:
*Accepting the existence of risk and planning to handle things that may go wrong and mitigate their effects

Web Design:
*True or false 2-3 clicks tops to get info on site
*Best practices in web navigation and architecture, what gets cut

Values:
*Cultural politics and prejudice within a team, tech vs. non-tech, age, female, male
*How to facilitate education, buy in and shared goals
*How can technology align right on organization mission
*Balance the client satisfaction with my vendor sense of what is good (a good outcome)
*Communication between tech people and program people
*How to convince non-profits that project management techniques are worthwhile
*How to deal with organization politics and personalities
*Managing expectations in-house: how to manage a supervisor who does not have technical knowledge and unrealistic expectations?

Resources:
*What are the best practices in scaling up a social networking website
*Managing projects as an accidental team, low tech skills
*Get strategies for project costing
*Managing projects as an accidental project manager
*What are the top resources website of the topic of website project management

Tools:
*Project management communication, best practices and tools for collaborations
*What people are using to manage projects
*Basecamp vs. sharepoint vs msproject
*What skills/tools are useful for managing multiple projects at once
*Wiki based project management, enhance collaboration, efficiency, communication, better documentation
*How do people use mind mapping
*What tools are people using out there? esp. for virtual teams

Money:
*How do I convince a client to pay for testing
*Is it ok to charge NGOs market rate for something I've already built?
*Website costs, to build, to maintain, non profit rates
*How to control client communication and how to budget for it
*How to put a price on your time
*How do we use technology to generate revenue for the organization?
*What part of overall project cost should project management consume?
*What percentage of budget should be PM?
*How to create a technology budget and grow it
*Selling founders on investing in ongoing support for technology
*Making the case for long term technology needs of Nonprofits to founders and grant-makers
*How do small non-profits decide which projects they should focus on? prioritize

Scope Creep:
*Concrete solutions for mitigating scope creep
*How do people manage scope creep
*How to plan and manage for scope creep
*What are the dangerous hidden pitfalls of project management

Project Teams:
*Balancing responsibilities between vendor, pm and org pm
*What technical requirements are require to support open source projects
*Building a team considering personalities, strengths and work styles
*How technical does a PM need to be?
*Is there a personality associated with a good PM?
*Are in house IT departments dead?
*Better? in house or outsource, how to decide
*In house tech staff vs. outsourced tech staff
*Should there be more IT service providers in the np sector, is that financially viable?
*How to form and effective project team
*How do we staff projects
*How to deal with make it so supervisors
*Building project teams team personalities iterative vs. one shot
*Gender dynamics in PM 
*What techniques do you use to keep clients and projects on a timeline
*Project evaluation processes
*Juggling multiple roles

Discovery process, planning phase:
*Incorporating technology to the strategic planning process
*How to say no
*When it is time to stop planning and jump in
*Solutions for setting clear expectations
*What goes into the planning phase
*I'd like to know more about how to determine benchmarks for planning and testing phases of web re-design projects
*Big spec, menu or cowboy coding?
*What are good rations between planning, implementation, feedback, management etc.?
*How do you know when to stop initial scope and requirements gathering
*Balancing planning vs. building something quickly
*Lessons from agile project management
*Would like to hear more from folks who've managed more iterative projects (vs. lots of planning and requirements then development)

Communications Issues:
*Diplomacy, accountability and how to ask hard questions
*Communication issues
*How should one manage communication with stakeholders
*Building a long term technology plan in a crisis situation
*How to adequately describe and prepare clients for scope of project
*Solutions for mitigating communication issues
*Talk about ways to get buy in from those difficult, yet key decision makers in projects
*Fad management (ie. we should do one of those blog things)
*How to arrive at consensus around businesses objectives and processes among stakeholders on projects
*How do you achieve consensus throughout an organization.

Organization Culture:
*How do I figure out who's really in charge
*How can PM be used as a tool for organizational change
*How prioritize technology within an organization
*How does one justify PM
*Defining project roles in both organizations and vendor, mutual understanding
*How to introduce technology for tech reluctant people
*Understanding project roles in tech projects
*Managing projects with multiple stakeholders
*Anyone else working on a project where you feel hindered by legacy code, decisions that were made years ago or developers who are protective of their old ideas?
*How to deal with the dynamics of interdepartmental demands
*How to encourage all employees to use all features of applications
*Long  term needs (systems, maintenance) over short term 1 shot projects
*What are strategies for dealing with ineffective, unhelpful project participants
*How to get all levels of organization to learn about technology
*Cultivating a project centric organization
*Sheila mackenzie, says"there are many people in the sector who will bang on about changing the world, who will resist any effort to change the process of their own organization"

Uncategorized:
*Technology is not magic
*Analysing web metrics
*How to streamline manage levels of PM, vendor PM, consulting PM, internal lead
*How to balance multiple projects
*Web content determination, what to keep updated and readily available, what to *archive and what to scrap
*Time management

Buy vs. build vs rent:
*Selecting software tools for the long term esp. if it is just you or few making the decision
*When how often should organizations evaluate and upgrade technology
*Cost savings of easier more expensive software vs. cheaper higher learning curve software

Vendors:
*Common frustrations with vendors
*How can I find a great vendor who understands non-profits?
*How to choose the right vendor
*Who are reputable web hosting vendors?
*How to choose a vendor
*how to manage vendor relationships and problems
*How do you deal with multiple vendors on one project
*Dealing with vendors
*Who are the (dis)reputable domain registrars?</text>
    <sha1>52b522914cf0dd85854940f08f2693b921108fc4</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>103</id>
  <revision>
    <id>749</id>
    <parentid>610</parentid>
    <timestamp>2016-01-15T17:29:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4823" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?

*A good product

*Match between vendor core competencies and organization needs

*Some personality match between vendor/consultant and organization

*Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

*Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

*Keep a professional relationship with a clear, well-stated contract

*Vendors need to show the same accountability to non-profits as they do with their other clients

*Service level agreements well-defined - on paper

*Web-content ownership defined

*Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

*Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

*Emotional connection between vendor/consultant and organization can cause problems in projects

*Need to have a comfortable working relationship for successful project completion

*Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees

*It is more efficient to work with fewer consultants/vendors for problem resolution and project success

*Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

*Avoid vendor lock-in when possible

*Organizational empowerment

*Vendors like to maintain dependence

*Demand that vendors educate you on the technical set-up in your environment so you can change vendors if necessary

*Make sure you have an exit strategy if the vendor/consultant relationship does not work out

*If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

*Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

*It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

*Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

*Authentic communication between organization &amp; vendor/consultant - communication channels defined up front

*Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?

*Vendor selection - research vendors online, word of mouth with similar organizations

*RFP needs to be as specific as possible with requirements and schedule

*Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

*TechFinder website - vendors/consultants advertise services

*TechSoup.org - good site with example RFPs and vendors that would be good

*Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?

*Communication - tell the vendor early in the process that you are not happy with their services

*Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

*If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

*Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

*Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

*Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

*Face to face meetings help a lot when there are large issues to address

*Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?

*Understand your needs now and how they will grow to ensure you vendor can handle them

*Smaller agencies will provide more personal service but not always the best response


* AH-HA's 

Communication with the vendor - single point of contact, well defined channels

Find a vendor whose core competency aligns with your core needs

Write a good contract to enforce requirements with a good exit strategy</text>
    <sha1>16d90cec539d7370fb58ef563843a8d0de1468d2</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>104</id>
  <revision>
    <id>750</id>
    <parentid>613</parentid>
    <timestamp>2016-01-15T17:33:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2905" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.
Jim: Databases I created are for a specific purpose, Aim to make it as flexible as possible
Norman: Some applications you expect to customise to certain degree
Michelle: There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough
Jim: A lot depends on who the customer is.
Colin: Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis
Rachel: Sometimes not possible
Michelle: Support + maintenance issues
Gabrielle: Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit.   
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different.
Bespoke: You get to the point where you cannot go back. Before you do that, see what is available.
Need: Advice about linking various applications 
Michelle: A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost? What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>bb722ede457e1a5c28186cca86d968d732dc616c</sha1>
  </revision>
  <revision>
    <id>751</id>
    <parentid>750</parentid>
    <timestamp>2016-01-15T17:34:22Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2917" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.&lt;b&gt;
Jim: Databases I created are for a specific purpose, Aim to make it as flexible as possible&lt;b&gt;
Norman: Some applications you expect to customise to certain degree&lt;b&gt;
Michelle: There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough
Jim: A lot depends on who the customer is.&lt;b&gt;
Colin: Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis
Rachel: Sometimes not possible
Michelle: Support + maintenance issues
Gabrielle: Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit.   
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different.
Bespoke: You get to the point where you cannot go back. Before you do that, see what is available.
Need: Advice about linking various applications 
Michelle: A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost? What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>ba1386475b531d732f36b88c508221fdfd7c69d9</sha1>
  </revision>
  <revision>
    <id>752</id>
    <parentid>751</parentid>
    <timestamp>2016-01-15T17:35:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2919" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.

Jim: Databases I created are for a specific purpose, Aim to make it as flexible as possible

Norman: Some applications you expect to customise to certain degree

Michelle: There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough.

Jim: A lot depends on who the customer is.

Colin: Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis.

Rachel: Sometimes not possible

Michelle: Support + maintenance issues

Gabrielle: Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit. 
  
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different.

Bespoke: You get to the point where you cannot go back. Before you do that, see what is available.

Need: Advice about linking various applications 

Michelle: A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost? What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>3a60fc33cd5c1e200436a298a82252d4e6cc459f</sha1>
  </revision>
  <revision>
    <id>753</id>
    <parentid>752</parentid>
    <timestamp>2016-01-15T17:36:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2917" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.

Jim: Databases I created are for a specific purpose, Aim to make it as flexible as possible

Norman: Some applications you expect to customise to certain degree

Michelle: There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough.

Jim: A lot depends on who the customer is.

Colin: Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis.

Rachel: Sometimes not possible

Michelle: Support + maintenance issues

Gabrielle: Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit. 
  
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different. Bespoke: You get to the point where you cannot go back. Before you do that, see what is available; Need: Advice about linking various applications 

Michelle: A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is “Have you got an open Apr, and how much does it cost? What do you use? PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>ba58671c4ede6366ea6ec0c859d0782cdc0716ac</sha1>
  </revision>
  <revision>
    <id>754</id>
    <parentid>753</parentid>
    <timestamp>2016-01-15T17:36:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2916" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.

Jim: Databases I created are for a specific purpose, Aim to make it as flexible as possible

Norman: Some applications you expect to customise to certain degree

Michelle: There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough.

Jim: A lot depends on who the customer is.

Colin: Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis.

Rachel: Sometimes not possible

Michelle: Support + maintenance issues

Gabrielle: Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit. 
  
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different. Bespoke: You get to the point where you cannot go back. Before you do that, see what is available; Need: Advice about linking various applications 

Michelle: A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is "Have you got an open Apr, and how much does it cost? What do you use?" PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

AH-HA's

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>b0925f6c37679acb9089c2b017562d291b93d2d8</sha1>
  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Navigating internal politics and relationships</title>
  <ns>0</ns>
  <id>106</id>
  <revision>
    <id>755</id>
    <parentid>430</parentid>
    <timestamp>2016-01-15T17:38:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3724" xml:space="preserve">Politics of Project Management facilitated by Mohammed

&lt;br&gt;Managing relationships with people
&lt;br&gt;Ambiguous authority
&lt;br&gt;Empowerment

*In Nonprofit sector - degree of emotional involvement in the work is more intense than corporate work
*Establish formal &amp; informal communication with stakeholders - customize to each stakeholder
*Understand what each stakeholder cares about (their concerns, emotional involvement) and manage the relationship with that in mind
*People that don't understand technology and are concerned about costs - need extra explanations for simple technical/project needs
*Having a decision maker that does not understand technology causes a lot of extra work
*Trainings for decision makers on technology does not always work - hard to schedule and gain their interest
*Forces PMs to think carefully about projects and what they are doing
*Rephrasing things in layman's terms can help PMs fully understand the project/technology
*Need to communicate the changes fully to decision makers so they care/are interested in trainings
*Personal training sessions for technophobes help them understand technology the way they need to

*Managers that "think" they know a lot about technology - challenging, annoying
*Need to be able to make a case for the technology being requested (new, cool software needs a purpose)
*Why? is always a useful question - why is it needed? what is the purpose?
*Delegate right back to person who requests things - ask them to document what they want and often it won't happen
*Who is going to maintain cool, new ideas in the organization?

*How to have conversations about technology with people who are scared of it
*Point to concrete outcomes - time saving, money saving, money making
*Stress in dealing with anything technological
*Lure people into participation with simple explanations and technical implementations
*Strip things down to basic language - simple illustrations or metaphors - a picture is worth a thousand words
*"Hot swapping is like working on a plane when its in flight"

*Wanting more involvement from higher ups but not getting it
*Iterative production for projects where there is not a lot of direction - expect changes
*Don't become too wrapped up in the dysfunction and withdraw
*Need to have a positive attitude or move on

*"Planned vs. emerging projects"
*Articulate costs so everyone understands the costs of random projects that come up
*Pressure for web-based projects - everything needs to be web-based
*Written organizational policy to include IT from the beginning to avoid too many emerging, high priority projects
*Establish strong boundaries - give people rules to follow when working with you
*"Become the constant buzz-kill" to people's last minute project ideas

*Mixing formal and informal communication - email, meetings, and ad-hoc calls and chats all help do the job
*Project Management is not a series of switches, its a series of dials - gentle adjustments
*There are some people you have to circumvent

*How to get everyone involved in an IT project - even if they're not interested
*Feed them to get them involved in training/testing
*Logmein.com - website with shared desktop tools to help train remote people
*You may need to try different things to get them involved - face to face interaction
*Find someone at the organization who knows how to work with some of the more difficult personalities

&lt;br&gt;*** IT is a great lens into what's wrong in the organization

&lt;br&gt;AH-HA's!
*Educate end users to ease anxiety
*A picture is worth a thousand words
*Understand that you have to become the constant buzz kill to "emerging projects"
*Project Management is not a series of switches, its a series of dials - gentle adjustments</text>
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  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Open Source CMS Q&amp;A session</title>
  <ns>0</ns>
  <id>107</id>
  <revision>
    <id>756</id>
    <parentid>471</parentid>
    <timestamp>2016-01-15T17:40:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3051" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- Most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla! and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any Drupal/Joomla! developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla!?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

'''Process'''

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- first decision, are they prepared to go to a CMS?
- can their designer go that route? I.e., is he or she ready for theming?
- need to take inventory of extra features such as external databases, email lists, etc.
- generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- moving from Photoshop to a theme can be tricky, since tradeoffs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla! is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla! seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
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  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>109</id>
  <revision>
    <id>757</id>
    <parentid>618</parentid>
    <timestamp>2016-01-15T17:42:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4634" xml:space="preserve">== Description ==

Do you really want to "buy" a web site or database? Or do you want to develop
a strategic partnership to continuously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on
good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to
overcome that?

== Discussion ==
'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

power dynamic -- specialist expertise power vs. financial power
contract, payment, transaction, monetary,

independence, finite scope, interdependence -- can be collaborative or hierarchical
not on staff
asymmetry of knowledge -- knowledge about organization vs. specialist-consultant knowledge

client-consultant relationship is different from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues vs. client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
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  </revision>
</page>
<page arvcontinue="20160114234251|709">
  <title>NewYork2008:PM Principles - Advanced Web Projects</title>
  <ns>0</ns>
  <id>110</id>
  <revision>
    <id>758</id>
    <parentid>619</parentid>
    <timestamp>2016-01-15T17:43:50Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3513" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

-Yes, but often over a very long term cycle
-Easy to get caught up in planning forever, and never move on to implementation
-Important to have big collaboration meeting at first, but then move on to Prioritizing
-When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this involvement
  Transition into a maintenance plan
-Mounds of documentation, wireframes, etc.
-How can we be more effective?  What can be thrown out?

-What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/process, understanding your mission is necessary, but often non-existent
  
Signing off successfully?
  Have clients show you working examples of what they want

Iterative approach:

*Look for existing examples
*Rapid Prototype to get something up and running
*Refine iteratively
*Costs little up front for an unrefined, rough, but working project
*Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective

Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  Show me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excruciating, but necessary

Top Down Approach
  Strategic Principles, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc., and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the beginning (CEO, Board, etc.), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid

Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly budgeted

Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
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</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:PM Principles - Advanced Web Projects</title>
  <ns>0</ns>
  <id>110</id>
  <revision>
    <id>759</id>
    <parentid>758</parentid>
    <timestamp>2016-01-15T17:44:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3514" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

-Yes, but often over a very long term cycle
-Easy to get caught up in planning forever, and never move on to implementation
-Important to have big collaboration meeting at first, but then move on to Prioritizing
-When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this involvement
  Transition into a maintenance plan
-Mounds of documentation, wireframes, etc.
-How can we be more effective?  What can be thrown out?

-What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/process, understanding your mission is necessary, but often non-existent
  
Signing off successfully?
  Have clients show you working examples of what they want

Iterative approach:

*Look for existing examples
*Rapid Prototype to get something up and running
*Refine iteratively
*Costs little up front for an unrefined, rough, but working project
*Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective


Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  Show me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excruciating, but necessary

Top Down Approach
  Strategic Principles, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc., and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the beginning (CEO, Board, etc.), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid

Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly budgeted

Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
    <sha1>686b61dedf3da85b7d210e6029cc6b4dc99c0ada</sha1>
  </revision>
  <revision>
    <id>760</id>
    <parentid>759</parentid>
    <timestamp>2016-01-15T17:45:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3514" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

*Yes, but often over a very long term cycle
*Easy to get caught up in planning forever, and never move on to implementation
*Important to have big collaboration meeting at first, but then move on to Prioritizing
*When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this involvement
  Transition into a maintenance plan
*Mounds of documentation, wireframes, etc.
*How can we be more effective?  What can be thrown out?

*What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/process, understanding your mission is necessary, but often non-existent
  
Signing off successfully?
  Have clients show you working examples of what they want

Iterative approach:

*Look for existing examples
*Rapid Prototype to get something up and running
*Refine iteratively
*Costs little up front for an unrefined, rough, but working project
*Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective


Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  Show me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excruciating, but necessary

Top Down Approach
  Strategic Principles, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc., and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the beginning (CEO, Board, etc.), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid

Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly budgeted

Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
    <sha1>dc3963b9dc722bdb7d5304e5e24b820249587654</sha1>
  </revision>
  <revision>
    <id>761</id>
    <parentid>760</parentid>
    <timestamp>2016-01-15T17:45:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3515" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

*Yes, but often over a very long term cycle
*Easy to get caught up in planning forever, and never move on to implementation
*Important to have big collaboration meeting at first, but then move on to Prioritizing
*When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this involvement
  Transition into a maintenance plan
*Mounds of documentation, wireframes, etc.
*How can we be more effective?  What can be thrown out?

*What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/process, understanding your mission is necessary, but often non-existent
  
Signing off successfully?
  Have clients show you working examples of what they want

Iterative approach:

*Look for existing examples
*Rapid Prototype to get something up and running
*Refine iteratively
*Costs little up front for an unrefined, rough, but working project
*Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective


Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  Show me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excruciating, but necessary

Top Down Approach
  Strategic Principles, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc., and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the beginning (CEO, Board, etc.), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

*In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid
*Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly budgeted
*Agile vs Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
    <sha1>27f05d28dd604d90dddfebb212a2df21a14bee57</sha1>
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  <revision>
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    <parentid>761</parentid>
    <timestamp>2016-01-15T17:46:03Z</timestamp>
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    <text bytes="3516" xml:space="preserve">ADVANCED LARGE WEBSITE MANAGEMENT

Does Planning and Monitoring actually happen?

*Yes, but often over a very long term cycle
*Easy to get caught up in planning forever, and never move on to implementation
*Important to have big collaboration meeting at first, but then move on to Prioritizing
*When do you say "This is closed"?
  Websites are never "closed," they are always evolving
  Important to invest in "systems" to account for this involvement
  Transition into a maintenance plan
*Mounds of documentation, wireframes, etc.
*How can we be more effective?  What can be thrown out?

*What gets thrown out?
  Specs and wireframes often do not evolve as project evolves, and become useless.
  Signing off on things, clarity of understanding of clients necessary in order for things to be truly "signed off"
  Strategic technology planning meetings/process, understanding your mission is necessary, but often non-existent
  
Signing off successfully?
  Have clients show you working examples of what they want

Iterative approach:

*Look for existing examples
*Rapid Prototype to get something up and running
*Refine iteratively
*Costs little up front for an unrefined, rough, but working project
*Costs more to refine,  but keeps costs low in the long run as  continual refinement becomes more effective


Constraints and framing necessary in order for interactions to be dynamic and effective.

Unique is not necessarily a good thing.  New, unique ideas often are not effective.  It is better to start with existing applications and concepts,   if only as a springboard.

Draw it.  What would it look like?  How would it work?  Show me visually.

How much does the client know what they want?  

What are your goals?  Guidelines?  Very important to have those in place first, otherwise your project will not be a success.

How do you draw out a mission statement and guidelines from a client?
-Don't let them "Pick from a menu" first.  Force them to tell you what they want to do, regardless of the tech options available.
-Education is excruciating, but necessary

Top Down Approach
  Strategic Principles, then drill down

Wish List Approach
  List of a million "wish" items, then forge a plan out of the list

Middlebury Example
Wanted a social networking site since it was the "new thing", but when they brought together all the important Alumni, President, etc., and had a strategizing meeting, it turns out they had no use for such a tool

ALWAYS get everyone who has a veto power involved from the beginning (CEO, Board, etc.), and make sure they understand they are signing off on things as you go along.

How do you tell your client that they don't understand what they want?
  Gently.  Tell them about Data you have gathered, which is helpful.  Try to gently tell them how it is, and what kind of information you need, but in the end they have to make the decision.  If they cannot come up with the data and  vision necessary, then you need to walk away from the project.

You have to know what you're doing, and who your doing it for.  What is the audience?  What are they trying to do?

Three AH-HA's!

*In the Initiating and Planning stage, Defining/Educating the client is necessary.  If you do not, there are costs which can be avoid
*Closed is a relative concept with websites.  Websites go through phases, and defining those phases clearly are important, and make sure they are properly budgeted
*Agile vs. Waterfall.  Understand the pros and cons of the two models, and use them appropriately.</text>
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  <title>NewYork2008:PM Principles - Introduction to Project Management</title>
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    <text bytes="7440" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

Colin from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities, 
and 
Maire - where should control be - with vendors or in - house or both, and how to balance this. 
Carveth, who is interested in - redoing entire website. choosing new vendor. 
Estevan (Joe*) - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.
Gabrielle - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 
Michelle, the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years. 
(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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    <text bytes="7436" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

Colin from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities

Maire - where should control be - with vendors or in - house or both, and how to balance this. 

Carveth, who is interested in - redoing entire website. choosing new vendor. 

Estevan (Joe*) - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

Gabrielle - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

Michelle, the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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    <text bytes="7442" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*Colin from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities

*Maire - where should control be - with vendors or in - house or both, and how to balance this. 

*Carveth, who is interested in - redoing entire website. choosing new vendor. 

*Estevan (Joe*) - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*Gabrielle - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*Michelle, the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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    <text bytes="7448" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities

*Maire - where should control be - with vendors or in - house or both, and how to balance this. 

*Carveth, who is interested in - redoing entire website. choosing new vendor. 

*Estevan (Joe*) - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*Gabrielle - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*Michelle, the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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    <parentid>766</parentid>
    <timestamp>2016-01-15T17:49:45Z</timestamp>
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      <username>Miriam</username>
      <id>2</id>
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    <text bytes="7478" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*E'''stevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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    <text bytes="7478" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire, Anita &amp; Heather, who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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    <text bytes="7485" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire

*'''Anita &amp; Heather''', who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. 
You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. 
What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle - people and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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    <text bytes="7482" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire

*'''Anita &amp; Heather''', who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).

What do you learn from each time you do project management? How do you continue that process and make it run more smoothly? 

Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

Where does buyin fit in this framweork? 

Michelle: People and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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  </revision>
  <revision>
    <id>771</id>
    <parentid>770</parentid>
    <timestamp>2016-01-15T17:52:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7496" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire

*'''Anita &amp; Heather''', who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).


'''What do you learn from each time you do project management? How do you continue that process and make it run more smoothly?''' 

*Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 

'''Where does buyin fit in this framework?''' 

Michelle: People and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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  </revision>
  <revision>
    <id>772</id>
    <parentid>771</parentid>
    <timestamp>2016-01-15T17:52:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7497" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire

*'''Anita &amp; Heather''', who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).


'''What do you learn from each time you do project management? How do you continue that process and make it run more smoothly?''' 

*Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 


'''Where does buyin fit in this framework?''' 

Michelle: People and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

Colin - Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

Maire - What stage is project is best to approach vendor? 

Joe* - in-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

Carveth - It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

Colin - Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

Gabrielle - Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. no matter the vendor, pushing back with vendor is key.

Anita - Vendors have their own processes so matching up schedules can be important. 

Heather - Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

Michelle - Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

Joe* - Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

Michelle - What do you need before you start project? Know the planning. What do you need to happen first? 

Anita - Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

Colin - Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

Joe* - Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

Gabrielle - interviewed users of website. never did anything with it. ambiguous authority. 

Carveth - Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

Heather - Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

Gabrielle - When does it make sense to use project management software? 

Colin - Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

Michelle - Paper is a management tool. Basecamp. you always need a tool. 

Joe* - Don't let project management tool become a project in itself. Don't let it complicate things. 

Maire - Important for turnover. Figuring out what happened in previous projects. 

Michelle - Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

Carveth - Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

Colin - You can use the tool to show the details on why things did not happen in time. 

Carveth - Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

Maire - Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 

Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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  </revision>
  <revision>
    <id>773</id>
    <parentid>772</parentid>
    <timestamp>2016-01-15T17:57:43Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7645" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire

*'''Anita &amp; Heather''', who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).


'''What do you learn from each time you do project management? How do you continue that process and make it run more smoothly?''' 

*Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 


'''Where does buyin fit in this framework?''' 

'''Michelle:''' People and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

'''Colin:'''  Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

'''Michelle:''' How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

'''Maire:''' What stage is project is best to approach vendor? 

'''Joe*:''' In-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

'''Carveth:''' It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

'''Colin:''' Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

'''Gabrielle:''' Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. No matter the vendor, pushing back with vendor is key.

'''Anita:''' Vendors have their own processes so matching up schedules can be important. 

'''Heather:''' Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

'''Michelle:''' Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

'''Joe*:''' Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

'''Michelle:''' What do you need before you start project? Know the planning. What do you need to happen first? 

'''Anita:''' Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

'''Colin:''' Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

'''Joe*:''' Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

'''Gabrielle:''' Interviewed users of website. never did anything with it. ambiguous authority. 

'''Carveth:''' Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

'''Heather:''' Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

'''Gabrielle:''' When does it make sense to use project management software? 

'''Colin:''' Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

'''Michelle:''' Paper is a management tool. Basecamp. you always need a tool. 

'''Joe*:''' Don't let project management tool become a project in itself. Don't let it complicate things. 

'''Maire:''' Important for turnover. Figuring out what happened in previous projects. 

'''Michelle:''' Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

'''Carveth:''' Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

'''Colin:''' You can use the tool to show the details on why things did not happen in time. 

'''Carveth:''' Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

'''Maire:''' Efficiently communicate just the right information to staff who have frustrations. 

What are the three biggest AH-HA's that people came up with? 


Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
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  </revision>
  <revision>
    <id>774</id>
    <parentid>773</parentid>
    <timestamp>2016-01-15T17:58:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7646" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire

*'''Anita &amp; Heather''', who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).


'''What do you learn from each time you do project management? How do you continue that process and make it run more smoothly?''' 

*Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 


'''Where does buyin fit in this framework?''' 

'''Michelle:''' People and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

'''Colin:'''  Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

'''Michelle:''' How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

'''Maire:''' What stage is project is best to approach vendor? 

'''Joe*:''' In-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

'''Carveth:''' It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

'''Colin:''' Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

'''Gabrielle:''' Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. No matter the vendor, pushing back with vendor is key.

'''Anita:''' Vendors have their own processes so matching up schedules can be important. 

'''Heather:''' Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

'''Michelle:''' Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

'''Joe*:''' Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

'''Michelle:''' What do you need before you start project? Know the planning. What do you need to happen first? 

'''Anita:''' Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

'''Colin:''' Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

'''Joe*:''' Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

'''Gabrielle:''' Interviewed users of website. never did anything with it. ambiguous authority. 

'''Carveth:''' Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

'''Heather:''' Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

'''Gabrielle:''' When does it make sense to use project management software? 

'''Colin:''' Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

'''Michelle:''' Paper is a management tool. Basecamp. you always need a tool. 

'''Joe*:''' Don't let project management tool become a project in itself. Don't let it complicate things. 

'''Maire:''' Important for turnover. Figuring out what happened in previous projects. 

'''Michelle:''' Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

'''Carveth:''' Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

'''Colin:''' You can use the tool to show the details on why things did not happen in time. 

'''Carveth:''' Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

'''Maire:''' Efficiently communicate just the right information to staff who have frustrations. 


What are the three biggest AH-HA's that people came up with? 


Colin - 1. IT is political in any organization. Even choosing a domain name. 

More: 
2. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle - How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

3. Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
    <sha1>8d12afa3534146aaf3e969a451372aeb9f270c60</sha1>
  </revision>
  <revision>
    <id>775</id>
    <parentid>774</parentid>
    <timestamp>2016-01-15T18:00:35Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7669" xml:space="preserve">'''Project Management 101
'''
We have a number of accidental techies here...

Our group included: 

*'''Colin''' from Yorkshire

*'''Anita &amp; Heather''', who are interested in basic foundation of project management, and priorities

*'''Maire''' - where should control be - with vendors or in - house or both, and how to balance this. 

*'''Carveth''' who is interested in - redoing entire website. choosing new vendor. 

*'''Estevan (Joe*)''' - pc network administrator for Common Ground Community, a provider of outreach to homeless. It partners with different agencies in city. He is interested in the fundamentals of project management.

*'''Gabrielle''' - The Hunger Project. Based in NY. She is interested in how to deal with ambiguous authority. They put together proposals and then nothing happens. 

*'''Michelle''' - the facilitator from the Nonprofit Open Source Initiative. She has worked with Nonprofits for over 10 years.(apologies for missing some of this as setting up computer).


'''What do you learn from each time you do project management? How do you continue that process and make it run more smoothly?''' 

*Framework of Project Management Concepts (handout from blue packet)

This is just one way of thinking about project management. You can go back and change the plan. You don't have to follow the steps in order. There is always continued change in the plan. Problems arise when you keep going and going and never finish. Have to figure out the medium between the two.
Measurement. What is the outcome that you want? Put up beta pages of website and poll people, take that evaluation back and go from there. Knowing how to measure is key. What is important is that you do get to close a project. You have to know when you are done. Decide on five things, then you're done. Close. 


'''Where does buyin fit in this framework?''' 

'''Michelle:''' People and risk (if a set of people aren't bought in, may make the project harder), communication (making sure to tell people how their job will change).

'''Colin:'''  Making sure you understand what they want is the most important part of the project. Worked with a project in Yorkshire. What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

'''Michelle:''' How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

'''Maire:''' What stage is project is best to approach vendor? 

'''Joe*:''' In-between person - communicate the differences between the two. sometimes they don't think goals are realistic. Why do they want that? You're stuck in the middle. 

'''Carveth:''' It's a matter of pushing back. "I'll check into that for you" and come back with something realistic. Press upon person that you will get on top of it and come back with that information. Make sure you have done as much as you can for yourself so that you know you've communicated clearly. That way if something goes wrong, you know you've done your best. 

'''Colin:''' Do top mangers feel responsible for tech projects? How much? Do they understand? Do they know what they're asking? (Is it doomed to failure because they don't know what they're asking?)

'''Gabrielle:''' Good that you're working with vendors. They do everything themselves. Some pros but lot of drawbacks. No matter the vendor, pushing back with vendor is key.

'''Anita:''' Vendors have their own processes so matching up schedules can be important. 

'''Heather:''' Location and dealing with vendor in Bulgaria (time difference) and web host in California (3 hours times) was incredibly hard. Know the risks, says Michelle. 

'''Michelle:''' Involved in home re-modelling projects. Notorious for taking longer and being more expensive. Set clear deadlines with vendors. Clear with who is above you - who doesn't know the details - that it's going to take longer than expected. 

'''Joe*:''' Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!

'''Michelle:''' What do you need before you start project? Know the planning. What do you need to happen first? 

'''Anita:''' Slow upgrade of one website that reaches out to counsellors. Getting feedback from audiences ... How do you get people to spend time to get feedback? 

'''Colin:''' Do you use tools for what you're going to be doing? Print it out? Certain days things will take? 

'''Joe*:''' Have to make sure you ask people how they want things presented? Forms, etc... no feedback from users - so are people actually going to use? Finetune over and over. 

'''Gabrielle:''' Interviewed users of website. never did anything with it. ambiguous authority. 

'''Carveth:''' Audit of company. Interviewed people who got the newsletter. Who is the audience? What is the demographic? You really get results from poll. 

'''Heather:''' Volunteers and using them to create focus groups for website. Anita, I can give you the name if you still want it; just let me know.

'''Gabrielle:''' When does it make sense to use project management software? 

'''Colin:''' Tools produce chart. What has to be finished first? How many days will it take? Plan out a project. Gives you a communication tool. 

'''Michelle:''' Paper is a management tool. Basecamp. you always need a tool. 

'''Joe*:''' Don't let project management tool become a project in itself. Don't let it complicate things. 

'''Maire:''' Important for turnover. Figuring out what happened in previous projects. 

'''Michelle:''' Interviews, focus groups, online polls. Research links on website usability please! Evaluation is often left to last, but need to build in, especially cost of website. 5% of cost should be about evaluation. Ask vendor what their evaluation process is about. How do they evaluate their own work? How do they know they have accomplished what you wanted? The more Nonprofits demand that, the more they will have to provide it. 
Prioritization - How do you figure out what to do first? 

'''Carveth:''' Sits down with supervisor once a week to discuss due dates, etc... what is a priority? Use that person to check in with. 

'''Colin:''' You can use the tool to show the details on why things did not happen in time. 

'''Carveth:''' Learn to go find out from someone who does know. important part of project management. There is no way you can be an "island into yourself." 

'''Maire:''' Efficiently communicate just the right information to staff who have frustrations. 


What are the '''three biggest AH-HA's''' that people came up with? 


Colin: '''1.''' IT is political in any organization. Even choosing a domain name. 

More: 

'''2.''' What is your mission? What are you trying to achieve? Where can we apply the IT to that? Once they have that, the managers have the knowledge to talk to vendors about what they want. 

Michelle: How do you know what it is you want to do? How do you figure it out? Website - everyone knows they need, or think they need. Client story - money from state and federal funding. What kind of website do they need? Did a simple three pager. Part of process is figuring out the outcomes of it. What do you want to get out of it? 

'''3.''' Need to be able to push back. Vacation times during the summer got in the way. Computers can't be put in with sheetrock falling on your head!!</text>
    <sha1>fd174459180490534b954c1b2858c648a44eb869</sha1>
  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:PM Principles - Values-Based Project Management</title>
  <ns>0</ns>
  <id>113</id>
  <revision>
    <id>776</id>
    <parentid>625</parentid>
    <timestamp>2016-01-15T18:05:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4981" xml:space="preserve">=== Description ===

We all manage or are involved in the management of projects. And we all want our projects to go well – we all know that it's through our projects that we're able to effect positive social change (something we are all interested in doing). 

But our projects frequently '''''do not''''' go well. They're often late, over budget, don't deliver what's been promised, or are just no fun to work on.

In many cases this "not going well" has to do the absence of a '''project-friendly''' work environment.

In this session we will: 

* Talk a little bit about project management generally
* Look at the relationship between organisational culture and project management
* Work together to come up with strategies and tactics for effective project management through the establishment of work environments based on "project-friendly" values like: 

:* Personal empowerment
:* Group trust
:* Respect
:* Commitment 
:* Open communication

=== Session Notes ===

* 10 participants including the facilitator
* Several accidental techies as well as accidental project managers present

==== Some Definitions ====
Project work has uncertainty and risk

Projects:
 End
 Produce uncertainty
 Produce risk

All projects have
# Objectives
# Deliverables
# Requirements
# Constraints (boundaries that the project must be delivered within - the triple constraint of scope, time, and cost)

''Triangle Diagram''

Sometimes there's a fourth quality added of "Quality", so some would argue for a rombus.

PMBOK = Project Management Body of Knowledge from [http://www.pmi.org/Pages/default.aspx PMI]

Project Management is like a riverboat trip
* The organization is the river
* The project is the boat
* The project team are the passengers

If the organization isn't project-friendly, the boat will be trying to go upstream (e.g. if the organization is risk-averse)

When an organization isn't project-friendly, project managers have to

====Strategies/Values for Values-Based Project Management====
=====Trust (vs. Fear)=====
Strategies
# Achieve '''closure''' on communications
# Ownership - ensuring that everyone on the team understands that they are involved in the management of the project.

'''Discussion'''

Should project managers be estimating the level of effort for developers?

"Trust is a dimension of teamwork"

Failure of a project can be caused by a lack of communication - decisions made at the top that don't have buy-in.

Is any of this about technology, really?  Point made that the project should not be framed in terms of technology fundamentally to get buy-in.

'''Rob draws and demonstrates a tool that he uses with clients in deciding priorities'''

{| class="wikitable"

|-

!

! Time

! Scope

! cost

|-

| Constraints

| x

|-

| Change

|

| x

|-

| Cost

|

|

| x

|}
   
''Getting back to values-based management''

Example of a truly project-''un''friendly organization is the one where there ''are no'' project managers and someone is assigned the role.

=====Respect (possible culture changes)=====
Strategies
# Showing up on time
# Respecting others' capacity for understanding you position
# Transparency
# Making an effort to provide input when it's asked for - team members know that even if they don't have time, they should ''say'' that they don't have time, not just remain silent.


====Further Discussion====

A good project manager will build a project-friendly environment in spite of the organization's environment.

Some work environments make managing a project particularly difficult - M mentions Saudi Arabia :)


Rob talks about how project management is sometimes viewed as unnecessary overhead - and sometimes it is.

* A PM-friendly work environment works when management balances the tasks and the people. If it doesn't, this is where we may have to have some counter-cultural movement
* A PM-friendly work environment works when there's a balance between the output and the means.
* A PM-friendly work environment works when there's cross-collaboration. Like Jazz, it involves improvisation and coordination - you're not just playing, but you're listening to others. Jazz as an organizational model.
* A PM-friendly work environment works when a project involves healthy conflict.  Conflict-avoidance can hurt projects

David mentions the DISC profile for team members: [http://en.wikipedia.org/wiki/DISC_assessment DISC on Wikipedia]

Rob talks about two questions that he believes define whether or not the project was a success:
# Were the objectives met?
# Did the team find the work rewarding?

N mentions that he doesn't see organizations bothering to answer this second question.

Project success if not just whether we did what we trying to do, but whether it was the right thing to do.

Rob's wish - That project teams would work ''together'' to set objectives and decide what they don't want to have happen.

M mentions that it might be idealistic to think that everyone is going to be happy with the project.</text>
    <sha1>ca16f974c8b30e81ea631d2b45e2b68c00ecc998</sha1>
  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>114</id>
  <revision>
    <id>777</id>
    <parentid>626</parentid>
    <timestamp>2016-01-15T18:07:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2743" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

QUESTIONS TO ASK/THINGS TO THINK ABOUT
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


PLAN
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


IMPLEMENTATION
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>03147411cbd4b32bfdfe2be552e296113ebd185a</sha1>
  </revision>
  <revision>
    <id>778</id>
    <parentid>777</parentid>
    <timestamp>2016-01-15T18:07:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2747" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

QUESTIONS TO ASK/THINGS TO THINK ABOUT
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


PLAN
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


IMPLEMENTATION
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>a7304ed67c58643f33f40f663e4a08d5451f28f4</sha1>
  </revision>
  <revision>
    <id>779</id>
    <parentid>778</parentid>
    <timestamp>2016-01-15T18:08:50Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2743" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

QUESTIONS TO ASK/THINGS TO THINK ABOUT
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


PLAN
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


IMPLEMENTATION
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>03147411cbd4b32bfdfe2be552e296113ebd185a</sha1>
  </revision>
  <revision>
    <id>780</id>
    <parentid>779</parentid>
    <timestamp>2016-01-15T18:09:15Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2747" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

QUESTIONS TO ASK/THINGS TO THINK ABOUT
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


PLAN
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


IMPLEMENTATION
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>a7304ed67c58643f33f40f663e4a08d5451f28f4</sha1>
  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:Report backs afternoon</title>
  <ns>0</ns>
  <id>115</id>
  <revision>
    <id>781</id>
    <parentid>627</parentid>
    <timestamp>2016-01-15T18:11:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1468" xml:space="preserve">Report backs

Organization Project Management

*End user education, it is important to work with the different personalities in tech projects
*Communicating, picture is worth a thousand words.
*Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
*PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client

*Identified things about the consultant client relationship, focused on whether is about the money.  
*The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
*There is no relationship between the money and the technology provider. 
*It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp:

*Moved to Overthrowing

Wikis:

*You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
*Wikis are the ultimate example of technology being more horizontal.
*Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
*Slit between wikis that are file based and database based, things to look at.

Software Development:

* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
    <sha1>42bbfa489edf8c8be27bdfd7db4f241e04ad519f</sha1>
  </revision>
  <revision>
    <id>782</id>
    <parentid>781</parentid>
    <timestamp>2016-01-15T18:12:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1498" xml:space="preserve">REPORT BACKS

'''Organization Project Management'''

*End user education, it is important to work with the different personalities in tech projects
*Communicating, picture is worth a thousand words.
*Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
*PM is not a series of switches but a series of dials that require adjustments

'''Overthrowing the client
'''
*Identified things about the consultant client relationship, focused on whether is about the money.  
*The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
*There is no relationship between the money and the technology provider. 
*It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

'''Basecamp:'''

*Moved to Overthrowing

'''Wikis:
'''
*You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
*Wikis are the ultimate example of technology being more horizontal.
*Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
*Slit between wikis that are file based and database based, things to look at.

'''Software Development:'''

* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
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  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:Report backs from sessions morning 2</title>
  <ns>0</ns>
  <id>116</id>
  <revision>
    <id>783</id>
    <parentid>628</parentid>
    <timestamp>2016-01-15T18:14:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="599" xml:space="preserve">REPORT BACKS

'''Collaboration tools session'''

* Synchronous events, multitasking is a problem
* Less is more, don`t have too many tools
* Joomla! debugging session as example, different tools in combination

'''Database design:'''

* From scratch vs. off the shelf, differences
* Hybrid model
* Think of the information before you go to the technology
* Documentation is extremely important, wiki, tracker

'''Website cost:'''

* Getting a sample invoice from a vendor
* Be very aggressive and specific details
* Use standard off the shelf items, custom has unforeseen costs
* Large range of cost</text>
    <sha1>f5aae90e525740a44fe069eb9e81e4a2a960df36</sha1>
  </revision>
  <revision>
    <id>784</id>
    <parentid>783</parentid>
    <timestamp>2016-01-15T18:14:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="599" xml:space="preserve">REPORT BACKS

'''Collaboration tools session'''

* Synchronous events, multitasking is a problem
* Less is more, don't have too many tools
* Joomla! debugging session as example, different tools in combination

'''Database design:'''

* From scratch vs. off the shelf, differences
* Hybrid model
* Think of the information before you go to the technology
* Documentation is extremely important, wiki, tracker

'''Website cost:'''

* Getting a sample invoice from a vendor
* Be very aggressive and specific details
* Use standard off the shelf items, custom has unforeseen costs
* Large range of cost</text>
    <sha1>fb2b9dea64efd617d43bd0795ae630ee630ac474</sha1>
  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>119</id>
  <revision>
    <id>785</id>
    <parentid>629</parentid>
    <timestamp>2016-01-15T18:18:49Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3991" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===


'''Project Scope'''

The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierarchical fashion


Project

-Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


*Graphic Design

*Site Architecture


Can use it for trade-off decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important component for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "How's", but often the staff want to give the "How's"


How do you get the list of requirements?  

*Thinking through the user needs can help - workshops in thinking through.

*Feature workshops - workshops are really key

*Drive to the high level need, not feature desires

*Important to have think through priority vs. complexity

*Wireframing

*Arithmetic is really useful - it really sways people 

*Can vote with a finite budget - sticky dots voting for 

*Ask people what the minimum features things are that critical for the vision


How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?

*It's tricky.  Break out a core team.  

*One-on-one interviews can be really useful - people will say more

*Give them something to react to

*Try to make sure things move forward and it's not a sinkhole

*Make sure you're really transparent in the process, tell what feedback you want

*Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

*Be really transparent about what hat you're wearing - "now this is me as a user", when you're the facilitator.

*It's important to prioritize the features

*Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


Sometimes you can talk about things so much that you lose sight about why it's important.  And get sign off from fatigue.  What can you do?

*Refocus on the priorities?

*Bring up the timeline and budget

*MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
    <sha1>a96b35003269e87e10fa32c4a619526d7cb3259f</sha1>
  </revision>
  <revision>
    <id>786</id>
    <parentid>785</parentid>
    <timestamp>2016-01-15T18:19:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3991" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===


'''Project Scope'''

The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierarchical fashion


Project

*Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


*Graphic Design

*Site Architecture


Can use it for trade-off decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important component for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "How's", but often the staff want to give the "How's"


How do you get the list of requirements?  

*Thinking through the user needs can help - workshops in thinking through.

*Feature workshops - workshops are really key

*Drive to the high level need, not feature desires

*Important to have think through priority vs. complexity

*Wireframing

*Arithmetic is really useful - it really sways people 

*Can vote with a finite budget - sticky dots voting for 

*Ask people what the minimum features things are that critical for the vision


How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?

*It's tricky.  Break out a core team.  

*One-on-one interviews can be really useful - people will say more

*Give them something to react to

*Try to make sure things move forward and it's not a sinkhole

*Make sure you're really transparent in the process, tell what feedback you want

*Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

*Be really transparent about what hat you're wearing - "now this is me as a user", when you're the facilitator.

*It's important to prioritize the features

*Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


Sometimes you can talk about things so much that you lose sight about why it's important.  And get sign off from fatigue.  What can you do?

*Refocus on the priorities?

*Bring up the timeline and budget

*MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
    <sha1>b80d0f09d1c17c9640bfca455fc3465115d32030</sha1>
  </revision>
  <revision>
    <id>787</id>
    <parentid>786</parentid>
    <timestamp>2016-01-15T18:20:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4012" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===


'''Project Scope'''

The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierarchical fashion


Project

*Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


*Graphic Design

*Site Architecture


Can use it for trade-off decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important component for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "How's", but often the staff want to give the "How's"


'''
How do you get the list of requirements?'''  


*Thinking through the user needs can help - workshops in thinking through.

*Feature workshops - workshops are really key

*Drive to the high level need, not feature desires

*Important to have think through priority vs. complexity

*Wireframing

*Arithmetic is really useful - it really sways people 

*Can vote with a finite budget - sticky dots voting for 

*Ask people what the minimum features things are that critical for the vision


'''How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?'''


*It's tricky.  Break out a core team.  

*One-on-one interviews can be really useful - people will say more

*Give them something to react to

*Try to make sure things move forward and it's not a sinkhole

*Make sure you're really transparent in the process, tell what feedback you want

*Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

*Be really transparent about what hat you're wearing - "now this is me as a user", when you're the facilitator.

*It's important to prioritize the features

*Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


'''Sometimes you can talk about things so much that you lose sight about why it's important.  And get sign off from fatigue.  What can you do?'''


*Refocus on the priorities?

*Bring up the timeline and budget

*MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
    <sha1>357209783a09f0e7f390cfbcf5f354534acc139b</sha1>
  </revision>
  <revision>
    <id>788</id>
    <parentid>787</parentid>
    <timestamp>2016-01-15T18:20:37Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4011" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===


'''Project Scope'''

The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierarchical fashion


Project

*Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


*Graphic Design

*Site Architecture


Can use it for trade-off decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important component for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "How's", but often the staff want to give the "How's"


'''How do you get the list of requirements?''' 


*Thinking through the user needs can help - workshops in thinking through.

*Feature workshops - workshops are really key

*Drive to the high level need, not feature desires

*Important to have think through priority vs. complexity

*Wireframing

*Arithmetic is really useful - it really sways people 

*Can vote with a finite budget - sticky dots voting for 

*Ask people what the minimum features things are that critical for the vision


'''How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?'''


*It's tricky.  Break out a core team.  

*One-on-one interviews can be really useful - people will say more

*Give them something to react to

*Try to make sure things move forward and it's not a sinkhole

*Make sure you're really transparent in the process, tell what feedback you want

*Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

*Be really transparent about what hat you're wearing - "now this is me as a user", when you're the facilitator.

*It's important to prioritize the features

*Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


'''Sometimes you can talk about things so much that you lose sight about why it's important.  And get sign off from fatigue.  What can you do?'''


*Refocus on the priorities?

*Bring up the timeline and budget

*MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
    <sha1>231e9ad9e780d9965a99ee9e10a0446d8ed698cd</sha1>
  </revision>
  <revision>
    <id>789</id>
    <parentid>788</parentid>
    <timestamp>2016-01-15T18:21:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4008" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===


'''Project Scope'''

The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierarchical fashion


Project

*Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


*Graphic Design

*Site Architecture


Can use it for trade-off decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important component for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "How's", but often the staff want to give the "How's"


'''How do you get the list of requirements?''' 

*Thinking through the user needs can help - workshops in thinking through.

*Feature workshops - workshops are really key

*Drive to the high level need, not feature desires

*Important to have think through priority vs. complexity

*Wireframing

*Arithmetic is really useful - it really sways people 

*Can vote with a finite budget - sticky dots voting for 

*Ask people what the minimum features things are that critical for the vision


'''How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?'''

*It's tricky.  Break out a core team.  

*One-on-one interviews can be really useful - people will say more

*Give them something to react to

*Try to make sure things move forward and it's not a sinkhole

*Make sure you're really transparent in the process, tell what feedback you want

*Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

*Be really transparent about what hat you're wearing - "now this is me as a user", when you're the facilitator.

*It's important to prioritize the features

*Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


'''Sometimes you can talk about things so much that you lose sight about why it's important.  And get sign off from fatigue.  What can you do?'''

*Refocus on the priorities?

*Bring up the timeline and budget

*MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
    <sha1>24ddc7cdc7b46ce34f963fdaef98c82e9fd98072</sha1>
  </revision>
  <revision>
    <id>790</id>
    <parentid>789</parentid>
    <timestamp>2016-01-15T18:21:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4014" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. There are many approaches to scope definition, but before we dive in, what do we need to do first? And once we've done those things, how should we proceed?

In this session we will: 

* Talk briefly about scope generally – define and discuss it, discuss related terms
* Look at and discuss the usefulness of an age-old scope definition tool – the WBS
* Look at an agilist technique for defining requirements or "stories"
* Use the rest of the time available to share and discuss scope definition best practices

=== Session Notes ===


'''Project Scope'''

The work that must be performed to deliver a product with specified features and functions

All projects have objective, deliverables, requirements, constraints

Objectives:  both internal, and external - what we're hoping to do, what users want

Work Breakdown Structure (WPS):  a way to break down the work that's to be done in a an hierarchical fashion


'''Project'''

*Legacy Integration

   - Filemaker Database

      - X

      - X

   - Static HTML


*Graphic Design

*Site Architecture


Can use it for trade-off decisions


Agile project management is designed to respond to changing requirements, quickly iterative.  For instance, for a complex interface, you would quickly get something up so people could react to it.  For instance, put up a working prototype.


Some Agile PMs don't like the WPS structure- they find it too static.  But it can be a living document, and that helps.


Visual stuff is an important component for agile projects.  But for many projects, both visual and text based information is important - many stakeholders can react more effectively to visuals, but programmers often prefer things to be carefully defined in text


In the Agile methodology, you create your requirements in the form of "stories", using the syntax "As a &lt;user name&gt; I would like &lt;what I would like&gt; so that &lt;why I would like it&gt;.  Rob used these on a project and generated about 150 different stories, and prioritized them all.  "As a content administrator, I would like to be able to create content without knowledge of HTML, so that I can save time by not having to look up the syntax"


Developers like this because it forces the staff to give them high level needs rather than specific "How's", but often the staff want to give the "How's"


'''How do you get the list of requirements?''' 

*Thinking through the user needs can help - workshops in thinking through.

*Feature workshops - workshops are really key

*Drive to the high level need, not feature desires

*Important to have think through priority vs. complexity

*Wireframing

*Arithmetic is really useful - it really sways people 

*Can vote with a finite budget - sticky dots voting for 

*Ask people what the minimum features things are that critical for the vision


'''How do you effectively get input but still manage the time involvement?  For yourself and for the stakeholders?'''

*It's tricky.  Break out a core team.  

*One-on-one interviews can be really useful - people will say more

*Give them something to react to

*Try to make sure things move forward and it's not a sinkhole

*Make sure you're really transparent in the process, tell what feedback you want

*Make sure people feel like you're listening (so try to make sure the things they say are things you can use)

*Be really transparent about what hat you're wearing - "now this is me as a user", when you're the facilitator.

*It's important to prioritize the features

*Sometimes you need to put your foot down and say that more staff time is needed in order to do an adequate job


'''Sometimes you can talk about things so much that you lose sight about why it's important.  And get sign off from fatigue.  What can you do?'''

*Refocus on the priorities?

*Bring up the timeline and budget

*MoSCoW can be useful - Must Have, Should Have, Could Have, Not Now</text>
    <sha1>9ffe933a3512f37e245f8b01caf1f9586a3f794a</sha1>
  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:The Politics of Project Management</title>
  <ns>0</ns>
  <id>120</id>
  <revision>
    <id>791</id>
    <parentid>630</parentid>
    <timestamp>2016-01-15T18:23:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4601" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

'''G:'''  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're co-organizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates malleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.
Key Concept:  transparency
Re:  Transparency is not always an absolute good.

Empathy is a rare resource.  For the TypeA, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

'''Q:'''  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "No".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  

Key Concept:  The culture of deadline setting
KC:  Quality of product will give you later leverage.
KC:  The Scotty Approach

I'm glad to do it, but can you spoon-feed me it in an email?--simplifies results

'''G:'''  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.
'''G:'''  Claim your right to change the project.

'''C:'''  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.
'''G:'''  Keep documents in a common language for clients (no tech jargon/acronyms).

'''G:'''  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.
'''X:'''  Audience analysis gives perspective.
'''Y:'''  Can you talk more about the two groups?
'''G:'''  Sometimes there are different groups on the team that work against each other (ie. programming vs. development interests).

Blaming the Team
'''G:'''  Pushing the fame to the stakeholders is a valuable part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.
'''G:'''  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.
  How do you deal with somebody who isn't contributing?
  Personnel changing is always an option after checking in.

KC:  Coefficient of community--How much does the individual think about the team?  "People who bring the love."
How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.
'''C:'''  Document the transparency on invoices.

'''M&amp;E:'''  The troubles of training--people might leave for another job with more $ when they're trained.
'''G:'''  Clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

'''X:'''  What about managing up?  How do you work with your supervisor who is doing something necessary for the project?
'''G:'''  Blunt language works.

'''M:'''  Speaking with people.
'''G:'''  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
    <sha1>310a13534fe18d637aea3760780d2bdcf2dc46ff</sha1>
  </revision>
  <revision>
    <id>792</id>
    <parentid>791</parentid>
    <timestamp>2016-01-15T18:24:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4613" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

'''G:'''  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're co-organizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates malleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.
Key Concept:  transparency
Re:  Transparency is not always an absolute good.

Empathy is a rare resource.  For the TypeA, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

'''Q:'''  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "No".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  

Key Concept:  The culture of deadline setting
KC:  Quality of product will give you later leverage.
KC:  The Scotty Approach

I'm glad to do it, but can you spoon-feed me it in an email?--simplifies results

'''G:'''  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.

'''G:'''  Claim your right to change the project.

'''C:'''  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.

'''G:'''  Keep documents in a common language for clients (no tech jargon/acronyms).

'''G:'''  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.

'''X:'''  Audience analysis gives perspective.

'''Y:'''  Can you talk more about the two groups?

'''G:'''  Sometimes there are different groups on the team that work against each other (ie. programming vs. development interests).

Blaming the Team

'''G:'''  Pushing the fame to the stakeholders is a valuable part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.

'''G:'''  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.How do you deal with somebody who isn't contributing? Personnel changing is always an option after checking in.

'''KC:'''  Coefficient of community--How much does the individual think about the team?  "People who bring the love." How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.

'''C:'''  Document the transparency on invoices.

'''M&amp;E:'''  The troubles of training--people might leave for another job with more $ when they're trained.

'''G:'''  Clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

'''X:'''  What about managing up?  How do you work with your supervisor who is doing something necessary for the project?

'''G:'''  Blunt language works.

'''M:'''  Speaking with people.

'''G:'''  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
    <sha1>558cd0fa21c20042572dbffa21a4a91857f89227</sha1>
  </revision>
  <revision>
    <id>793</id>
    <parentid>792</parentid>
    <timestamp>2016-01-15T18:26:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4636" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

'''G:'''  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're co-organizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates malleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.

[[Key Concept:]] Transparency

Re:  Transparency is not always an absolute good.

Empathy is a rare resource.  For the TypeA, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

'''Q:'''  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "No".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  

[[Key Concept:]]  The culture of deadline setting

'''KC:'''  Quality of product will give you later leverage.

'''KC:'''  The Scotty Approach

I'm glad to do it, but can you spoon-feed me it in an email?--simplifies results

'''G:'''  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.

'''G:'''  Claim your right to change the project.

'''C:'''  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.

'''G:'''  Keep documents in a common language for clients (no tech jargon/acronyms).

'''G:'''  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.

'''X:'''  Audience analysis gives perspective.

'''Y:'''  Can you talk more about the two groups?

'''G:'''  Sometimes there are different groups on the team that work against each other (ie. programming vs. development interests).

Blaming the Team

'''G:'''  Pushing the fame to the stakeholders is a valuable part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.

'''G:'''  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.How do you deal with somebody who isn't contributing? Personnel changing is always an option after checking in.

'''KC:'''  Coefficient of community--How much does the individual think about the team?  "People who bring the love." How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.

'''C:'''  Document the transparency on invoices.

'''M&amp;E:'''  The troubles of training--people might leave for another job with more $ when they're trained.

'''G:'''  Clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

'''X:'''  What about managing up?  How do you work with your supervisor who is doing something necessary for the project?

'''G:'''  Blunt language works.

'''M:'''  Speaking with people.

'''G:'''  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
    <sha1>8f6cc79af1107d196717e42951a7dcb2684b502b</sha1>
  </revision>
  <revision>
    <id>794</id>
    <parentid>793</parentid>
    <timestamp>2016-01-15T18:26:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4637" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

'''G:'''  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're co-organizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates malleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.

[[Key Concept:]] Transparency

Re:  Transparency is not always an absolute good.

Empathy is a rare resource.  For the TypeA, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

'''Q:'''  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "No".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  


[[Key Concept:]]  The culture of deadline setting

'''KC:'''  Quality of product will give you later leverage.

'''KC:'''  The Scotty Approach

I'm glad to do it, but can you spoon-feed me it in an email?--simplifies results

'''G:'''  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.

'''G:'''  Claim your right to change the project.

'''C:'''  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.

'''G:'''  Keep documents in a common language for clients (no tech jargon/acronyms).

'''G:'''  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.

'''X:'''  Audience analysis gives perspective.

'''Y:'''  Can you talk more about the two groups?

'''G:'''  Sometimes there are different groups on the team that work against each other (ie. programming vs. development interests).

Blaming the Team

'''G:'''  Pushing the fame to the stakeholders is a valuable part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.

'''G:'''  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.How do you deal with somebody who isn't contributing? Personnel changing is always an option after checking in.

'''KC:'''  Coefficient of community--How much does the individual think about the team?  "People who bring the love." How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.

'''C:'''  Document the transparency on invoices.

'''M&amp;E:'''  The troubles of training--people might leave for another job with more $ when they're trained.

'''G:'''  Clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

'''X:'''  What about managing up?  How do you work with your supervisor who is doing something necessary for the project?

'''G:'''  Blunt language works.

'''M:'''  Speaking with people.

'''G:'''  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
    <sha1>ea1722e65abf3c9c22c82c212c2f72b4d36c5105</sha1>
  </revision>
  <revision>
    <id>795</id>
    <parentid>794</parentid>
    <timestamp>2016-01-15T18:27:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4638" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

'''G:'''  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're co-organizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates malleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.


[[Key Concept:]] Transparency

Re:  Transparency is not always an absolute good.

Empathy is a rare resource.  For the TypeA, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

'''Q:'''  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "No".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  


[[Key Concept:]]  The culture of deadline setting

'''KC:'''  Quality of product will give you later leverage.

'''KC:'''  The Scotty Approach

I'm glad to do it, but can you spoon-feed me it in an email?--simplifies results

'''G:'''  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.

'''G:'''  Claim your right to change the project.

'''C:'''  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.

'''G:'''  Keep documents in a common language for clients (no tech jargon/acronyms).

'''G:'''  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.

'''X:'''  Audience analysis gives perspective.

'''Y:'''  Can you talk more about the two groups?

'''G:'''  Sometimes there are different groups on the team that work against each other (ie. programming vs. development interests).

Blaming the Team

'''G:'''  Pushing the fame to the stakeholders is a valuable part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.

'''G:'''  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.How do you deal with somebody who isn't contributing? Personnel changing is always an option after checking in.

'''KC:'''  Coefficient of community--How much does the individual think about the team?  "People who bring the love." How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.

'''C:'''  Document the transparency on invoices.

'''M&amp;E:'''  The troubles of training--people might leave for another job with more $ when they're trained.

'''G:'''  Clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

'''X:'''  What about managing up?  How do you work with your supervisor who is doing something necessary for the project?

'''G:'''  Blunt language works.

'''M:'''  Speaking with people.

'''G:'''  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
    <sha1>a041b882b6c85fbef7aabcc0b8fa48b6a8281d9e</sha1>
  </revision>
  <revision>
    <id>796</id>
    <parentid>795</parentid>
    <timestamp>2016-01-15T18:27:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4644" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Sorry for the jumble, everybody.--K

'''G:'''  Project as a campaign.  We need to win.  How do we align people for this goal?  How will this liberate our organization?
It's all about individual deals.  You need to hold conversation with every one of the stakeholders.  By talking to people as if they're co-organizers of your campaign (you have "teased out the mandate"), then you're effectively representing them and not directing them.  "I am working on your behalf as a facilitator."
Creates malleability of process:  people will work with more flexibility and ease.

*When you try to tease out interests, those interests are sometimes in direct conflict.  What do you do?  Transparency.  Say when things go wrong.  It puts less pressure on you and more pressure on other people in the team.


[[Key Concept:]] Transparency

'''Re:'''  Transparency is not always an absolute good. Empathy is a rare resource.  For the Type A, delivery takes priority over empathy, but empathy (seeing perspectives) is a necessary quality and can lead to further benefits/favors.

'''Q:'''  Can you try to create a culture about what people need more in advance?
If you're putting up with it, then you're the enabler.  You need to take proactive action and say "No".  Giving stories to draw up project boundaries and desires.  The technique of schedule padding.  


[[Key Concept:]]  The culture of deadline setting

'''KC:'''  Quality of product will give you later leverage.

'''KC:'''  The Scotty Approach

I'm glad to do it, but can you spoon-feed me it in an email?--simplifies results

'''G:'''  If you're not being real, you're going to fail.  Engaging a person on a personal level can contribute to your project's progress.

'''G:'''  Claim your right to change the project.

'''C:'''  One difficulty is that sometimes we think we speak the same language.  Like Americans and English, this works between all stakeholders.

'''G:'''  Keep documents in a common language for clients (no tech jargon/acronyms).

'''G:'''  An important part of a campaign is talking points.  Two demographics:  people interested in the project succeeding and the others.  Projects can derail if projects are described different ways.  These need to be rectified and unified in the team.  It's the PR side of project management.

'''X:'''  Audience analysis gives perspective.

'''Y:'''  Can you talk more about the two groups?

'''G:'''  Sometimes there are different groups on the team that work against each other (ie. programming vs. development interests).

Blaming the Team

'''G:'''  Pushing the fame to the stakeholders is a valuable part of the process.  Internal project blogs/websites are good things where people can post what they've done and ideas.  It keeps a record of great achievements.  It can increase morale/team unity.

'''G:'''  Shout praises and not blame.  The latter are cathartic, but not productive.  Work on cohesion and team strength.How do you deal with somebody who isn't contributing? Personnel changing is always an option after checking in.

'''KC:'''  Coefficient of community--How much does the individual think about the team?  "People who bring the love." How do you navigate people that you can't get rid of?  Respect and empathy.  It gains trust.

'''C:'''  Document the transparency on invoices.

'''M&amp;E:'''  The troubles of training--people might leave for another job with more $ when they're trained.

'''G:'''  Clonable project management.  any process that goes on is templatized.  it leaves a knowledge record that reduces the stresses of turnover.

'''X:'''  What about managing up?  How do you work with your supervisor who is doing something necessary for the project?

'''G:'''  Blunt language works.

'''M:'''  Speaking with people.

'''G:'''  The channels you deal with are a big deal:  email, phone, and face-to-face.</text>
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  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:User testing processes and getting info from users</title>
  <ns>0</ns>
  <id>121</id>
  <revision>
    <id>797</id>
    <parentid>632</parentid>
    <timestamp>2016-01-15T18:29:27Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4644" xml:space="preserve">==Discussion==

Why is everyone here?

Interest in how to build testing into the project cycle.
* Functional Testing - does it do what you want it to do?
* Usability Testing - can average people use it?

===Functionality Testing===
One/two sentence stories
Story - Describes how a user would interact with the system to obtain value

"A user comes to the site and enters a search term here and gets results here"

You ''must'' design your functionality testing plan at the very beginning

Gunner doesn't do a lengthy requirements document up from - replaced with a documentation layer that describes what the site should do at the story level.

Debugging with Staging server before Production server.

Tester goes through stories and checks for bugs - a single set of clicks for each user story (not checking what happens in a form each time that a field is left blank).

Story Examples
* A user can create a toolbox
* A user can tag a toolbox
* A user can add to the toolbox
* etc...

Where does functional testing fit into the project plan?
* Functional testing at each phase - then roll out to users for usability testing
* Agile development tries to fix issues immediately as users find them
* "Asynchronous Agile" - users send feedback and it gets put to the top of the deliverables priority list for developers
* Ideally, it would be good to have the phrase "We won't consider this finished until _____ " and having some kind of document to fill in the blank.

===Usability Testing===
Who do you get to test?
* Sanity Checking
** Test for Mom.
** Barter with peers (other consultants who can test your stuff and you'll test their stuff)
* If doing testing with actual organization members/potential users, at the beginning, tell the client that you'd like access to their users
* Write the "find users" communication with the knowledge that it could be forwarded
* Ask for a mailing list of users who might care about the project
* If it's close, just do a push and ask users for feedback on new features
* Ask for volunteers
* You ''have'' to get users that care about the project (e.g. if you're testing a system that)

What are you asking them to do?
* Gunner - "Ad Hoc" either:
** Task oriented - "Go to this website and try to create a toolbox and tell me what you think". - Ask them to complete a user story
** Random click oriented

What do you do with feedback?
# It's feature to be coded (high)
# It's a bug (high/low) (highs are show-stoppers and lows are small web bugs)
# It's a feature request (high/low) - meta data is to document who requested it so that we can tell her when it's done (low means that you'll probably never do it)

====Usability Sprints====
Aspiration does sprints around usability of Open Source projects. Some strategies:
* Just stand behind someone and ask them to user your website
* You don't need a lot of users
* Try to adapt to feedback quickly
* Setting up a WebEx/Yugma for the user to show you their screen
* [http://www.yugma.com Yugma is a free screen sharing program]
* One person calls on the phone and asks user to perform tasks
* Everyone watches the user use the site
* Another person writes "AH-HA's" on the whiteboard

Can you just factor in usability at the end? No. Get user feedback with the first build.

====Card Sorts====
* Write terms based on the information architecture - different terms that would be expected to be found on the site
* Ask users to choose terms
* Ask users where those terms would go
* Ask users if they were to "click" on the card, what they would expect to find

====Paper Navigation====
* Have the basic functionality of the site on paper (wireframes)
* Show the user the "home page" print out and ask them where they'd click to do _____
* Then show them the piece of paper representing the page where they would go to if they clicked and ask them to continue the task

Sometimes it's great to just call instead of trying to get the user input via email.

===Discussion About Scenarios/Stories===
* Greg mentions a Scenario/Workflow/Detail document he saw for a Kabissa project through CiviSpace - * [http://wiki.civicrm.org/confluence/display/CRM/Kabissa+Revised+Spec+1+-+Member+Signup link]
* [http://www.extremeprogramming.org extremeprogramming.org]
* [http://www.boxesandarrows.com Boxes and Arrows]

===General Griping About Site Usability===
* [http://www.NYTimes.com NYTimes.com] is terrible!

==Take-aways==
* Simple one-sentence plain language user stories that start with "A user can..." can help drive development and usability testing from project beginning to end.
* Screen Sharing software like WebEx or Yugma
* Paper Navigation (see above)</text>
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  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:Using Wikis for Effective Collaboration</title>
  <ns>0</ns>
  <id>122</id>
  <revision>
    <id>798</id>
    <parentid>633</parentid>
    <timestamp>2016-01-15T18:32:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5331" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===


'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


Marc - Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


What are the different wikis and what is good for what? 

What are the successes?

What are the events around wikis?

Wikifarms?

What are they good for and when are they not good? 


Marc: Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


Thomas: Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


Jeremy points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 


Marc: Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 


Laura: Is a wiki complicated for those without any tech skills? 


Thomas: Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 


Marc: You have a wiki gardener or keeper. You need moderation to make it work. 


Jeremy: Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 


Marc: Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.


Jeremy: Some matrix will allow you to plug in different syntax. 


Marc: 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 


Thomas: wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 


Marc: Trac is good.  


Two families of wikis: Database versus text. Twiki, pmwiki, etc...

If you have several thousands of pages you need database wiki.    

Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


Marc: The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


Jeremy: What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 


Marc: Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>858d1a8b7b36132f20d440d87b2958a363543089</sha1>
  </revision>
  <revision>
    <id>799</id>
    <parentid>798</parentid>
    <timestamp>2016-01-15T18:32:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5332" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===


'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


Marc - Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


What are the different wikis and what is good for what? 

What are the successes?

What are the events around wikis?

Wikifarms?

What are they good for and when are they not good? 


Marc: Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


Thomas: Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


Jeremy points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 


Marc: Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 


Laura: Is a wiki complicated for those without any tech skills? 


Thomas: Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 


Marc: You have a wiki gardener or keeper. You need moderation to make it work. 


Jeremy: Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 


Marc: Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.


Jeremy: Some matrix will allow you to plug in different syntax. 


Marc: 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 


Thomas: wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 


Marc: Trac is good.  


Two families of wikis: Database versus text. Twiki, pmwiki, etc...

If you have several thousands of pages you need database wiki.    

Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


Marc: The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


Jeremy: What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 


Marc: Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>52ac354100c6ae142b93295db665e9b026c29011</sha1>
  </revision>
  <revision>
    <id>800</id>
    <parentid>799</parentid>
    <timestamp>2016-01-15T18:32:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5330" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


Marc - Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


What are the different wikis and what is good for what? 

What are the successes?

What are the events around wikis?

Wikifarms?

What are they good for and when are they not good? 


Marc: Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


Thomas: Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


Jeremy points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 


Marc: Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 


Laura: Is a wiki complicated for those without any tech skills? 


Thomas: Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 


Marc: You have a wiki gardener or keeper. You need moderation to make it work. 


Jeremy: Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 


Marc: Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.


Jeremy: Some matrix will allow you to plug in different syntax. 


Marc: 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 


Thomas: wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 


Marc: Trac is good.  


Two families of wikis: Database versus text. Twiki, pmwiki, etc...

If you have several thousands of pages you need database wiki.    

Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


Marc: The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


Jeremy: What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 


Marc: Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>497f1478d71d4c7040f848310c1e89c2066507d7</sha1>
  </revision>
  <revision>
    <id>801</id>
    <parentid>800</parentid>
    <timestamp>2016-01-15T18:34:49Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5409" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


'''Marc -''' Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


*What are the different wikis and what is good for what? 

*What are the successes?

*What are the events around wikis?

*Wikifarms?

*What are they good for and when are they not good? 


'''Marc:''' Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


'''Thomas:''' Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


'''Jeremy''' points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 


'''Marc:''' Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 


'''Laura:''' Is a wiki complicated for those without any tech skills? 

'''Thomas:''' Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 

'''Marc:''' You have a wiki gardener or keeper. You need moderation to make it work. 

'''Jeremy:''' Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 

'''Marc:''' Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.

'''Jeremy:''' Some matrix will allow you to plug in different syntax. 

'''Marc:''' 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 

'''Thomas:''' wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 

'''Marc:''' Trac is good.  


Two families of wikis: Database versus text. Twiki, pmwiki, etc...

If you have several thousands of pages you need database wiki.    

Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


'''Marc:''' The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


'''Jeremy:''' What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 

'''Marc:''' Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>c148bd358773de750828ec6eff7df2cf9c59881a</sha1>
  </revision>
  <revision>
    <id>802</id>
    <parentid>801</parentid>
    <timestamp>2016-01-15T18:35:12Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5406" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


'''Marc -''' Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


*What are the different wikis and what is good for what? 

*What are the successes?

*What are the events around wikis?

*Wikifarms?

*What are they good for and when are they not good? 


'''Marc:''' Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


'''Thomas:''' Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


'''Jeremy''' points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 

'''Marc:''' Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 

'''Laura:''' Is a wiki complicated for those without any tech skills? 

'''Thomas:''' Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 

'''Marc:''' You have a wiki gardener or keeper. You need moderation to make it work. 

'''Jeremy:''' Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 

'''Marc:''' Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.

'''Jeremy:''' Some matrix will allow you to plug in different syntax. 

'''Marc:''' 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 

'''Thomas:''' wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 

'''Marc:''' Trac is good.  


Two families of wikis: Database versus text. Twiki, pmwiki, etc...

If you have several thousands of pages you need database wiki.    

Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


'''Marc:''' The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


'''Jeremy:''' What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 

'''Marc:''' Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>aeea9b44cad998d21c8d88f65ceaf017306d6d4b</sha1>
  </revision>
  <revision>
    <id>803</id>
    <parentid>802</parentid>
    <timestamp>2016-01-15T18:35:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5394" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


'''Marc -''' Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


*What are the different wikis and what is good for what? 

*What are the successes?

*What are the events around wikis?

*Wikifarms?

*What are they good for and when are they not good? 


'''Marc:''' Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


'''Thomas:''' Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


'''Jeremy''' points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 

'''Marc:''' Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 

'''Laura:''' Is a wiki complicated for those without any tech skills? 

'''Thomas:''' Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 

'''Marc:''' You have a wiki gardener or keeper. You need moderation to make it work. 

'''Jeremy:''' Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 

'''Marc:''' Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.

'''Jeremy:''' Some matrix will allow you to plug in different syntax. 

'''Marc:''' 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 

'''Thomas:''' wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 

'''Marc:''' Trac is good. Two families of wikis: Database versus text. Twiki, pmwiki, etc. If you have several thousands of pages you need database wiki. Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). 


Best practices/pitfalls for using wikis as a project management tool


'''Marc:''' The reason it works is because humans work that way. 


Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


But: Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you.


You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


'''Jeremy:''' What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 

'''Marc:''' Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>7985b8ec1abeaba924dfc40a3aaab93ae8488255</sha1>
  </revision>
  <revision>
    <id>804</id>
    <parentid>803</parentid>
    <timestamp>2016-01-15T18:36:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5385" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


'''Marc -''' Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


*What are the different wikis and what is good for what? 

*What are the successes?

*What are the events around wikis?

*Wikifarms?

*What are they good for and when are they not good? 


'''Marc:''' Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


'''Thomas:''' Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


'''Jeremy''' points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 

'''Marc:''' Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 

'''Laura:''' Is a wiki complicated for those without any tech skills? 

'''Thomas:''' Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 

'''Marc:''' You have a wiki gardener or keeper. You need moderation to make it work. 

'''Jeremy:''' Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 

'''Marc:''' Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.

'''Jeremy:''' Some matrix will allow you to plug in different syntax. 

'''Marc:''' 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 

'''Thomas:''' wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 

'''Marc:''' Trac is good. Two families of wikis: Database versus text. Twiki, pmwiki, etc. If you have several thousands of pages you need database wiki. Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). Best practices/pitfalls for using wikis as a project management tool


'''Marc:''' The reason it works is because humans work that way. Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


[[But:]] Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you. You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


'''Jeremy:''' What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 

'''Marc:''' Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>073a318a05e144ac3bd0efc4219d0de84074eab1</sha1>
  </revision>
  <revision>
    <id>805</id>
    <parentid>804</parentid>
    <timestamp>2016-01-15T18:37:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5384" xml:space="preserve">=== Description ===

Over the past several years, wikis have demonstrated their value as a key tool in certain project management processes. This session will map out best practices and techniques for successfully utilizing wiki technology for project collaboration. Also discussed will be when not to use wikis, and when more structured information sharing tools are advisable.

=== Session Notes ===

'''The Wiki session'''


'''Who:''' Ian, Jeremy, Laura, Marc, Heather, Thomas, Radha and Billy

Must see video: Wikis in Plain English: http://www.commoncraft.com/video-wikis-plain-english


[[Note:]] In the UK - wikis are not really used in the social sector.


'''Marc -''' Started doing wikis in 2001. Done 80 wikis in that time! Specializes in tikiwiki. 


*What are the different wikis and what is good for what? 

*What are the successes?

*What are the events around wikis?

*Wikifarms?

*What are they good for and when are they not good? 


'''Marc:''' Largest collaborative project in the history of mankind. What is larger than Wikipedia? 

Example of a scope of what can be done. 


Wiki farm (meaning hosted, 500 or more subdomains) is: Build, buy or rent options. Open source. http://www.wikimatrix.org/ is a list of all the wikis with a table that compares all the wikis. You can also ask questions on this forum.


A Wiki farm is pbwiki, etc... free wikis 


What are they good at? What are they not good at? 


'''Thomas:''' Structure of a wiki is ideal. Problems include people management. He handed the project down more than it should have been. It hasn't been well kept up (decided not going to use product after it was up...). He'd like to use a lot for HR. 


'''Jeremy''' points out the legal implications of that. But in general that's a great idea. He spent three years working on a crm (robohelp). Put information on a wiki so it was easy to search. Such a great way to document.  They used the wiki Confluence, which wouldn't print thumbnails. 

'''Marc:''' Downsides include lack of structure. You have to make one using categories and tags. 

Strength: Intuitive, it's a blank page. People are used to writing down notes so wiki just replaces that page. And it is shareable. Maybe it's a good thing it's not so sophisticated because of new users it is easy to use. 

'''Laura:''' Is a wiki complicated for those without any tech skills? 

'''Thomas:''' Depends on the software. Beth Kanter has done excellent writing on wikis on her blog. It's not a "if you build it they will come." (just like a website!!) 

'''Marc:''' You have a wiki gardener or keeper. You need moderation to make it work. 

'''Jeremy:''' Not hard for folks to learn it, but first they need to get to the point of being ready to learn it. There's a psychological step. 

'''Marc:''' Commercial wikis are easier to use. WYSWYG - It's difficult to have WYSWYG and wiki syntax. You can't do the roundtrip even if they promise it it's not reliable. There are so many wiki standards to choose from. Each one has different syntax. Wiki Creole is an initiative to merge the syntax. It hasn't been widely adopted yet though.

'''Jeremy:''' Some matrix will allow you to plug in different syntax. 

'''Marc:''' 80% of wikis are mediawiki. They have not indicated that they will move to Creole. It's too much work. 

'''Thomas:''' wikispaces and pbwiki - you can get free account at either. 

There's also pmwiki. This can be installed on existing host. 

'''Marc:''' Trac is good. Two families of wikis: Database versus text. Twiki, pmwiki, etc. If you have several thousands of pages you need database wiki. Tikiwiki is closer to Drupal and Joomla! than pmwiki. For a small wiki use docuwiki (text version). Best practices/pitfalls for using wikis as a project management tool

'''Marc:''' The reason it works is because humans work that way. Classical way: People don't use project management tools for them. The boss tells you to fill out the tools for them. But then they don't use it anymore. 


[[But:]] Take a big project and make subprojects/subpages. Put tasks on page with the goal and person working on the project. Easy to add them to the site. Customers add to the wiki page to decide how important something is. If it's complicated do a link to something that explains it. Also the right hand knows what left hand is doing. The wiki saves all the changes and you can get them emailed to you. You can make something private. twiki and tikiwiki are good at that. Media wiki is not. 


'''Jeremy:''' What stops people from using something is asking how long are they going to be doing it? Just for the website or is it going to be part of the organizational culture? 

'''Marc:''' Knowledge is power. Now information is power, but it's the go-between that is important. Check out the Common Craft video on YouTube (four friends go on a camping trip). Best hybrid tool - bridge higher level tool, but at lower level it would be wiki pages. 

Important points covered: 

1. Wikis work for people because everyone knows how to take notes. 

2. Largest collaborative project in the history of mankind. What is larger than wikipedia? 

Example of a scope of what can be done. 

3. You need a gardener. You need a moderator. 

4. The plus and minus lesson. Reputation from the wiki collaboration stands. 

5. File base versus database.

6. Building project management with a wiki.</text>
    <sha1>6944dc81f68b69daca026e2f03620bd9b2ce2df3</sha1>
  </revision>
</page>
<page arvcontinue="20160115174400|759">
  <title>NewYork2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>123</id>
  <revision>
    <id>806</id>
    <parentid>634</parentid>
    <timestamp>2016-01-15T18:42:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3643" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit-]] No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.
'''
Hourly rates:'''

*$50 -$100: Friendly rate
*$150: Standard rate
*$300: High end, but questionable whether it is worth it

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>b19dd3413079ea3ec5cc0be31a38b3f7c4da03c4</sha1>
  </revision>
  <revision>
    <id>807</id>
    <parentid>806</parentid>
    <timestamp>2016-01-15T18:43:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3644" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit-]] No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.
'''
Hourly rates:'''

*Friendly rate: $50 -$100 
*Standard rate: $150
*High end, but questionable whether it is worth it: $300

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
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  <revision>
    <id>808</id>
    <parentid>807</parentid>
    <timestamp>2016-01-15T18:44:12Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3662" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit-]] No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.
'''
Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
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  <title>NewYork2008:What Should a Web Site Cost?</title>
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    <contributor>
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      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3663" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.
'''
Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
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  <revision>
    <id>810</id>
    <parentid>809</parentid>
    <timestamp>2016-01-15T18:44:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3663" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.

'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
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  <revision>
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    <parentid>810</parentid>
    <timestamp>2016-01-15T18:45:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <model>wikitext</model>
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    <text bytes="3664" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300

Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

KINTERA IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

$3- $5,000 for small sites
$7 - $12,000 for medium sites, with calendar, simple database work. etc

$150,000 custom job for State Agency 

Drupal sites- $10,000 - $12,000 for medium sites

$2,000 - $4,000 Brochureware
$150,000
$75 hour, daily check ins

$25,000 - $35,000 buget to do a redesign.

$25,000 redesign buget.
$300,000 for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

$400,000 for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
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  <revision>
    <id>812</id>
    <parentid>811</parentid>
    <timestamp>2016-01-15T18:47:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3757" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.

[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>98645dffb7110d4d231c2d5adebc27344f6f73f0</sha1>
  </revision>
  <revision>
    <id>813</id>
    <parentid>812</parentid>
    <timestamp>2016-01-15T18:48:23Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3758" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.

Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>e4791f2a20eb58d802163eb1c37ad30df54c8cde</sha1>
  </revision>
  <revision>
    <id>814</id>
    <parentid>813</parentid>
    <timestamp>2016-01-15T18:48:54Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3759" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>d2242e6e8024da365639f869b588405abfb944be</sha1>
  </revision>
  <revision>
    <id>815</id>
    <parentid>814</parentid>
    <timestamp>2016-01-15T18:49:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3759" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, Plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>326bacb7239df883ac693c8c3e814d1b53f4c13c</sha1>
  </revision>
  <revision>
    <id>816</id>
    <parentid>815</parentid>
    <timestamp>2016-01-15T18:50:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3759" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

CMS Choice- A well known CMS such as Joomla!, Plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "Ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>0aead17a06e9cd578ef2bcca0f72fbf314d58c37</sha1>
  </revision>
  <revision>
    <id>817</id>
    <parentid>816</parentid>
    <timestamp>2016-01-15T18:50:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3765" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

'''Fancy site, interactive graphics, interactive tools:''' $25,000

'''Full custom web application:''' $125,000

'''CMS Choice:''' A well known CMS such as Joomla!, Plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "Ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>79637ac6105ae5a1535ba5a41f0a7ccf195ea9e0</sha1>
  </revision>
  <revision>
    <id>818</id>
    <parentid>817</parentid>
    <timestamp>2016-01-15T18:51:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3768" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

*'''Fancy site, interactive graphics, interactive tools:''' $25,000

*'''Full custom web application:''' $125,000

*'''CMS Choice:''' A well known CMS such as Joomla!, Plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "Ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.

Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>a25e9eb78f6a8358489b8f71f2919ff1c0c1f7c6</sha1>
  </revision>
  <revision>
    <id>819</id>
    <parentid>818</parentid>
    <timestamp>2016-01-15T18:52:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3769" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

*'''Fancy site, interactive graphics, interactive tools:''' $25,000

*'''Full custom web application:''' $125,000

*'''CMS Choice:''' A well known CMS such as Joomla!, Plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "Ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.


Brickolage - Online Newspaper opensource software.

Gossamer Threads- good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

PHP- Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

Python- Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>0cf217bc58aa596db5c1b12e7a4352a940067eb8</sha1>
  </revision>
  <revision>
    <id>820</id>
    <parentid>819</parentid>
    <timestamp>2016-01-15T18:53:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3796" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

*'''Fancy site, interactive graphics, interactive tools:''' $25,000

*'''Full custom web application:''' $125,000

*'''CMS Choice:''' A well known CMS such as Joomla!, Plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "Ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.


'''Brickolage''' - Online Newspaper opensource software.

'''Gossamer Threads''' - Good Perl shop.

For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

When picking a CMS, you are also picking a programming language.

'''PHP''' - Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

'''Python''' - Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.</text>
    <sha1>35a95eb73c5bf462712eb6856b4bbbe8a3d4b507</sha1>
  </revision>
  <revision>
    <id>821</id>
    <parentid>820</parentid>
    <timestamp>2016-01-15T18:54:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3817" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

'''WHAT SHOULD A WEBSITE COST?'''

'''Brochureware:''' $2 - $5,000 + Design Costs

'''Design:''' $200 -$5,000


[[Small Nonprofit]] - No more than $10,000 for simple CMS site, no custom database/tools

*'''Fancy site, interactive graphics, interactive tools:''' $25,000

*'''Full custom web application:''' $125,000

*'''CMS Choice:''' A well known CMS such as Joomla!, Plone, Drupal gives a wide community of support.


'''Hourly rates:'''

*'''Friendly rate:''' $50 -$100 
*'''Standard rate:''' $150
*'''High end, but questionable whether it is worth it:''' $300


Flat rate gigs- Can be a great way to get around the pain of hourly relationships.  However, scope and deliverables mu st be clearly defined.

NEVER WRITE ANY CODE YOU DO NOT HAVE TO.  Bend, adapt, compromise to allow yourself the ability to use standard tools.  Custom tools can be a weight around your neck, with  hidden costs down the line.

Aspiration- Rolled out their Drupal site via Float Left for $6,000, with $6,000 worth of upgrades over the years.

$80,000 - eCommerce, some database work,  complete custom nightmare, eCommerce was getting hacked with cc #'s stolen.  Nightmare.

itmightbeh.org - $30,000 - $40,000 six years ago, with a lot of customization and databases.

Legal Aid Custom CMS- $5,000 - $15,000 yearly rate


Project Cost vs Hourly Cost- Justin has always found relationships to be happier when it's hourly.  Allows the client to say "no" to a fancy widget, and allows the consultant to say "Ooh, we ran into something hairy."  If you spec things out well, you can estimate costs and give a menu of options for the client to pick from.

If you know exactly what you want, it can be cheaper, but often it is worth it to pay a consultant to help organize and plan your website.

Radical Designs- Homegrown CMS named AMP, built specifically for grassroots organizing.  Most small to mid-sized non-profits have very similar needs, which a standard AMP site accounts for.  Standardization allows them to roll out sites for $8,000.


[[KINTERA]] IS EVIL.  They vastly overcharge, and have aggressive, poor business practices.

*'''$3- $5,000''' for small sites

*'''$7 - $12,000''' for medium sites, with calendar, simple database work. etc

*'''$150,000''' custom job for State Agency 


[[Drupal sites]]

*'''$10,000 - $12,000''' for medium sites

*'''$2,000 - $4,000''' Brochureware

*'''$150,000'''

*'''$75 hour''', daily check ins

*'''$25,000 - $35,000''' budget to do a redesign.

*'''$25,000''' redesign budget.

*'''$300,000''' for  custom database.  3 year project.


Six years ago paid $6,000 to build a custom CMS in ASP.  Designer is also webmaster, all work done in-house.

*'''$400,000''' for an enterprise class site in Drupal.


'''Brickolage''' - Online Newspaper opensource software.

'''Gossamer Threads''' - Good Perl shop.

'''PHP''' - Drupal, Joomla!, and AMP are all PHP.  PHP programmers and hosting are relatively easy to find, and often inexpensive.  There is a wide range in skill among php programmers, so be sure to get references.

'''Python''' - Plone is Python based.  Hosting and programmers are harder to find, and often more expensive.  However, the level of competency is usually high.


'''IMPORTANT''' 

*For hourly rates- Ask consultant to give a sample invoice from a previous site (client's name removed), to see how they do line item breakdown.

*When picking a CMS, you are also picking a programming language.</text>
    <sha1>49b8d2960a05b5d77ef08576e48dfe83c0acd5ed</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>NewYork2008:Whirlwind Discussion of Project Management Utilities</title>
  <ns>0</ns>
  <id>125</id>
  <revision>
    <id>822</id>
    <parentid>637</parentid>
    <timestamp>2016-01-15T18:56:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2682" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''

*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis
'''
COMMUNICATION'''

*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?

*'''Project Management Software:'''  Basecamp, Central Desktop, @Task, SharePoint

'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

'''Presentation Software:'''  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.

'''AHA's'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>0a8d6ddcfdaaef4fb1bf063acf4436c5446c0e10</sha1>
  </revision>
  <revision>
    <id>823</id>
    <parentid>822</parentid>
    <timestamp>2016-01-15T18:56:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2682" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''

*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''

*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?

*'''Project Management Software:'''  Basecamp, Central Desktop, @Task, SharePoint

'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

'''Presentation Software:'''  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.

'''AHA's'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>6cf61af6637bd80d4d2bd41e140277751f67cc89</sha1>
  </revision>
  <revision>
    <id>824</id>
    <parentid>823</parentid>
    <timestamp>2016-01-15T18:57:14Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2684" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''

*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''

*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?


*'''Project Management Software:'''  Basecamp, Central Desktop, @Task, SharePoint


'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

'''Presentation Software:'''  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.

'''AHA's'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>71d67ef8f7f798a583323d3278fefa064e7a7c49</sha1>
  </revision>
  <revision>
    <id>825</id>
    <parentid>824</parentid>
    <timestamp>2016-01-15T18:57:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2685" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''

*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''

*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?


*'''Project Management Software:'''  Basecamp, Central Desktop, @Task, SharePoint


'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."


'''Presentation Software:'''  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.

'''AHA's'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>91ca278fa2b17d57681b9e3653c7466b621a0e4d</sha1>
  </revision>
  <revision>
    <id>826</id>
    <parentid>825</parentid>
    <timestamp>2016-01-15T18:58:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2686" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''

*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''

*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?


*'''Project Management Software:'''  Basecamp, Central Desktop, @Task, SharePoint


'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."


'''Presentation Software:'''  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.


'''AHA's'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders,
it's even easier to keep track of your important documents. Check out the
details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and
footers. Read more:
http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of
new features: you can drag and drop images into slides, easily import
slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>2802ab9a0651790af6727373acd86408262479a2</sha1>
  </revision>
  <revision>
    <id>827</id>
    <parentid>826</parentid>
    <timestamp>2016-01-15T18:59:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2692" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including time tracking, task management, source code control, and more.


----

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''

*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''

*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronously
  When do wikis not work?  What happens with team members when they don't work?


*'''Project Management Software:'''  Basecamp, Central Desktop, @Task, SharePoint


'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."


'''Presentation Software:'''  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up Basecamp to SugarCRM.


'''AHA's'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


'''GoogleDocs''' just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more. Here's a round-up of updates: http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>b9389caea1ffb360d4b19118fccb7866b355e17d</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Open Source CMS Q&amp;A session</title>
  <ns>0</ns>
  <id>129</id>
  <revision>
    <id>828</id>
    <parentid>639</parentid>
    <timestamp>2016-01-15T19:01:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3044" xml:space="preserve">'''Open Source CMSs'''

What is open source CMS?
what are gradations of open-source?

-- Most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla! and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

Why big three?  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

'''Process'''

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- First decision, are they prepared to go to a CMS?
- Can their designer go that route? I.e., is he or she ready for theming?
- Need to take inventory of extra features such as external databases, email lists, etc.
- Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since trade-offs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>4713e6053f4ee9064fd13925ef3568f71984f943</sha1>
  </revision>
  <revision>
    <id>829</id>
    <parentid>828</parentid>
    <timestamp>2016-01-15T19:02:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3052" xml:space="preserve">'''Open Source CMSs'''

*What is open source CMS?
*What are gradations of open-source?

-- Most oscmss are fully open -- you can pretty much do whatever you want
-- Drupal, Joomla! and Plone -- hundreds of others, but these have risen to the top
cmsmatrix.com (or org) -- can compare

'''Why big three?'''  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

'''Process'''

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- First decision, are they prepared to go to a CMS?
- Can their designer go that route? I.e., is he or she ready for theming?
- Need to take inventory of extra features such as external databases, email lists, etc.
- Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since trade-offs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>844aa589c4bb8ef036a7b73fe000244afe0d6de3</sha1>
  </revision>
  <revision>
    <id>830</id>
    <parentid>829</parentid>
    <timestamp>2016-01-15T19:03:26Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3053" xml:space="preserve">'''Open Source CMSs'''

*What is open source CMS?
*What are gradations of open-source?

*Most oscmss are fully open --&gt; you can pretty much do whatever you want
*Drupal, Joomla! and Plone --&gt; hundreds of others, but these have risen to the top 
*cmsmatrix.com (or org) --&gt; can compare

'''Why big three?'''  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

'''Process'''

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- First decision, are they prepared to go to a CMS?
- Can their designer go that route? I.e., is he or she ready for theming?
- Need to take inventory of extra features such as external databases, email lists, etc.
- Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since trade-offs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>e5801a099b1608a6379e848e2f3c549569c72e0b</sha1>
  </revision>
  <revision>
    <id>831</id>
    <parentid>830</parentid>
    <timestamp>2016-01-15T19:03:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3054" xml:space="preserve">'''Open Source CMSs'''

*What is open source CMS?
*What are gradations of open-source?


*Most oscmss are fully open --&gt; you can pretty much do whatever you want
*Drupal, Joomla! and Plone --&gt; hundreds of others, but these have risen to the top 
*cmsmatrix.com (or org) --&gt; can compare

'''Why big three?'''  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

'''Process'''

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- First decision, are they prepared to go to a CMS?
- Can their designer go that route? I.e., is he or she ready for theming?
- Need to take inventory of extra features such as external databases, email lists, etc.
- Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since trade-offs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>ece2441beebbc2a287b6c1004ab1b3d888b49594</sha1>
  </revision>
  <revision>
    <id>832</id>
    <parentid>831</parentid>
    <timestamp>2016-01-15T19:03:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3055" xml:space="preserve">'''Open Source CMSs'''

*What is open source CMS?
*What are gradations of open-source?


*Most oscmss are fully open --&gt; you can pretty much do whatever you want
*Drupal, Joomla! and Plone --&gt; hundreds of others, but these have risen to the top 
*cmsmatrix.com (or org) --&gt; can compare


'''Why big three?'''  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any drupal/joomla developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

Who can install the platform? Auto-install -- easy to get started. Particularly Joomla?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

Why go beyond an MT or Wordpress?
Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

'''Process'''

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?
- First decision, are they prepared to go to a CMS?
- Can their designer go that route? I.e., is he or she ready for theming?
- Need to take inventory of extra features such as external databases, email lists, etc.
- Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since trade-offs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>7e326c267749cbd76e3ec588636978944315ab9c</sha1>
  </revision>
  <revision>
    <id>833</id>
    <parentid>832</parentid>
    <timestamp>2016-01-15T19:09:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3068" xml:space="preserve">'''Open Source CMSs'''

*What is open source CMS?
*What are gradations of open-source?


*Most oscmss are fully open --&gt; you can pretty much do whatever you want
*Drupal, Joomla! and Plone --&gt; hundreds of others, but these have risen to the top 
*cmsmatrix.com (or org) --&gt; can compare


'''Why big three?'''  They'll be around, lots of programmers can work with, not locked to a provider, lots of modules and add-ons being produced for them.  If no custom work has been done, any Drupal/Joomla! developer could step in immediately.

Drupal/Joomla run on Linux/apache/php/mysql, Plone uses python, requires zope hosting.

'''Who can install the platform?''' Auto-install -- easy to get started. Particularly Joomla!?  Subject to some dispute.

Custom development is only required if you're doing something new or unique.  Existing modules handle most functionality.

Theming is straightforward and similar to many blogging platforms.  Sites can use an existing template, adapt an existing template or create a completely custom template.

When choosing tools, go with the one your development company is most comfortable with.  Very rarely is one CMS better for a given task than another.   Most popular modules would be available for either.

Many modules are unfortunately not that great -- they do the job, but often barely.  And sometimes not at all.

Moving from one CMS to another, just as moving from a static site to a CMS, will usually require a lot of copying and pasting.  Functionality will also have to be replicated.

'''Why go beyond an MT or Wordpress?''' Intended to function as a blog, won't provide as many features.  If your site is not so blog-like, it's probably not the best match.  Wordpress doesn't have as much room for expansion -- doesn't scale as well.  It does have modules that "web-ify" Wordpress, with more sophisticated navigation and static pages, but it's still limited.

'''Process'''

Talk to client, find out what they want, how flexible they are, matching their expectations to the technology, creating specifications, creating schedules, wireframing, etc.  Essentially the same considerations as other web development projects.  

Any OSCMS particular considerations?

*First decision, are they prepared to go to a CMS?
*Can their designer go that route? I.e., is he or she ready for theming?
*Need to take inventory of extra features such as external databases, email lists, etc.
*Generally wireframe first, design later.  Otherwise, clients will tend to focus on the visuals when you're showing the comps.

Templating can be an issue -- Moving from Photoshop to a theme can be tricky, since trade-offs may be involved.  Some design firms specialize in theme development.  Designers who aren't experienced with CSS design will have problems.

Minor differences -- Joomla! is limited to three levels of navigation, also will not handle multiple sites from a single CMS administrative module.  Joomla! seems to be better with elaborate page layouts. Many of these limitations are disappearing are disappearing with new releases.</text>
    <sha1>a7e53b5091f5a4111021e4c2dc85f81dffa5b444</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Overthrowing The Consultant/Client Relationship</title>
  <ns>0</ns>
  <id>132</id>
  <revision>
    <id>834</id>
    <parentid>642</parentid>
    <timestamp>2016-01-15T19:11:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4629" xml:space="preserve">== Description ==

Do you really want to "buy" a website or database? Or do you want to develop a strategic partnership to continuously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to overcome that?

== Discussion ==

'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

Power dynamic -- specialist expertise power vs. financial power
Contract, payment, transaction, monetary,

Independence, finite scope, interdependence -- can be collaborative or hierarchical
Not on staff
Asymmetry of knowledge -- knowledge about organization vs specialist-consultant knowledge

Client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/Employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues vs. client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
    <sha1>9d11e16d1b0b11cded2aff82429f571f2e13dc56</sha1>
  </revision>
  <revision>
    <id>835</id>
    <parentid>834</parentid>
    <timestamp>2016-01-15T19:12:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4633" xml:space="preserve">== Description ==

Do you really want to "buy" a website or database? Or do you want to develop a strategic partnership to continuously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to overcome that?

== Discussion ==

'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

*Power dynamic -- specialist expertise power vs. financial power
*Contract, payment, transaction, monetary,
*Independence, finite scope, interdependence -- can be collaborative or hierarchical
*Not on staff
*Asymmetry of knowledge -- knowledge about organization vs specialist-consultant knowledge

Client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/Employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues vs. client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
    <sha1>7ecf6b6e9111aa6e18fe171b3a8b4ef51e165b03</sha1>
  </revision>
  <revision>
    <id>836</id>
    <parentid>835</parentid>
    <timestamp>2016-01-15T19:13:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4637" xml:space="preserve">== Description ==

Do you really want to "buy" a website or database? Or do you want to develop a strategic partnership to continuously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to overcome that?

== Discussion ==

'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

*Power dynamic -- specialist expertise power vs. financial power
*Contract, payment, transaction, monetary, Independence, finite scope, interdependence --&gt; can be collaborative or hierarchical --&gt; Not on staff
*Asymmetry of knowledge -- knowledge about organization vs. specialist-consultant knowledge

Client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/Employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues vs. client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
    <sha1>adc984f7b80a5387af29c6fd587e893f5535df20</sha1>
  </revision>
  <revision>
    <id>837</id>
    <parentid>836</parentid>
    <timestamp>2016-01-15T19:13:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4637" xml:space="preserve">== Description ==

Do you really want to "buy" a website or database? Or do you want to develop a strategic partnership to continuously develop one? As much as we'd like
them to be, a web site isn't like a DVD player that can be purchased based on good research and analysis of needs. How does our transaction approach to
technology consulting get in the way of a good relationship? What can we do to overcome that?

== Discussion ==

'''Overthrowing Client-Consultant Relationships'''

'''Brainstorm on the nature of client-consultant relationships'''

*Power dynamic -- specialist expertise power vs. financial power
*Contract, payment, transaction, monetary, Independence, finite scope, interdependence --&gt; can be collaborative or hierarchical --&gt; Not on staff
*Asymmetry of knowledge -- knowledge about organization vs. specialist-consultant knowledge
*Client-consultant relationship is diff. from vendor-customer relationship

'''Q:
For tech projects, most non-profits usually choose the client-consultant relationships.
Why do we choose the client-consultant relationship over other relationship models for technology projects?'''

* Board-staff 
* Constituency
* Funders
* Partner orgs
* Boss/Employee
* Chapters 
* Colleagues 
* Allies
* Advisors
* Enemies
* Auditors
* C3-C4
* Competitors (Frenemies)

'''A:'''
People tend to think of technology projects as "build it and your done."
Risk transference -- "It's the consultant fault the project is a failure."  -- not just cost but also strategic responsibility.
Core competency may not exist in the organization.
You may not need someone full time, but need "on call" availability.  
Vendor relationship doesn't imply, "on call."


'''Allies / colleagues vs. client/consultant -- What's the difference?'''

Project management can wind up being like a therapist
Consultant ethos if you do a project, you are building a long term relationship.   VS
Perception that a website is like a pair of shoes, you'll make it and you're done.  


'''Money changes everything-- or does it?'''

Timelines and money are a pitfall for inexperienced consultants and those inexperienced using consultants

A lot of mental calculus about how the money effects the relationships.  
Money can create a sense of competing interests, money can dominate the way we understand our relationships.
Money is constantly negotiable with consultants where it's not with employees or therapists. 
We don't have the same tension of renegotiating with therapists that we have with consultants. 
Fixed cost projects vs. constantly negotiating can be easier relationships.  
Some find, fixed price per deliverable makes relationship a lot easier to manage.  
Others find hourly easier to manage and less stressful. 
Funders subsidize the supplier, changes the relationship.  People sometimes don't value the things they don't pay for. 
Piece work vs hourly rate -- "it's still factory work."
Good communications about what people are paying for broken down up front is helpful to prevent stress around money for both client and consultant. 
Consistently communicating clients what you are doing makes them feel better about where their money is going. 

When a client trusts you actually have the expertise that they are hiring you for, it helps alleviate their anxiety about spending money on you. 

No one knows what your expertise is worth until the project is done and everyone is happy.  

Humanize money and bring it out in the air-- if you give away hours let the client know you are comping them and let them know why, "We're bringing someone new onto the team.  It's going to take them a bit to amp up and you shouldn't have to pay for that."

Comping hours -- ask your accountant or attorney if it's tax deductible.  


'''Proving what we did matches what we get paid'''

RFP process -- and Proof of Concept Project - and the No Spec Movement -- 
the agile approach to RFPs


Jamie Story:  we can't tell you how much this big project will cost , but you can pay us for one month to implement off the shelf technologies, at the end of the month, we'll have an issue tracker of what hasn't worked out of the box and we'll be able to tell you what it is going to cost to do what you want."


Book Recommendation :  '''The Secrets of Consulting''' -- some of it's very good


If your technology is successful and your relationship fails, then you have failed.  If your technology fails and your relationship is good, there is hope. 

British Telecomm found that customers who they'd made mistakes but fixed quickly were more loyal customers than those who they didn't make mistakes with.  Relationship is key.</text>
    <sha1>d1f1c45375224cb2967e2924a9e2b38eb83c076f</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>PM Principles - Software and Database Development</title>
  <ns>0</ns>
  <id>135</id>
  <revision>
    <id>838</id>
    <parentid>644</parentid>
    <timestamp>2016-01-15T19:15:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="301" xml:space="preserve">=== Description ===

This session will take on more advanced topics of complex websites, web applications, and other Nonprofit Software Development Topics. Participants will be invited to share their experiences, learnings, questions and needs.

== Session Notes ==

Session notes will be posted here.</text>
    <sha1>5da0ca69710d6512071a5d46eaff7a918c492990</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Product Management for Nonprofit Software</title>
  <ns>0</ns>
  <id>138</id>
  <revision>
    <id>839</id>
    <parentid>647</parentid>
    <timestamp>2016-01-15T19:24:14Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5908" xml:space="preserve">=== Description ===

Anna has managed a number of products (see links below) at Benetech, and will share her experiences as well as best practices for managing successful software products designed for social good.

Current Projects: www.miradi.org (adaptive management software for environmental conservation projects) and www.martus.org (secure documentation tool for human rights groups)

Contact info:  anna@benetech.org

=== Session Notes ===

'''Anna spoke''' on how Product Management is a lot like Project management only with more people to satisfy.  We did a round of introductions where people identified themselves and their project or hopes for what they want to get out of the session. many people have projects they want to productize products so they described their tools a little.  

'''Anna spoke''' about working on both projects and products and finds the product more satisfying because she see's more people benefit from the work. She talked about how productization require more standardization and more documentation. Getting user feedback is harder so you have to solicit that.  Marketing or outreach is tougher and getting non-profit funding for technology projects. They use Agile development, breaking things down into smaller chunks and doing more iterative releases. Starting small and testing a lot along the line.  

'''Arthur asks''' how do you communicate with your users to get feedback?  Anna says mostly email and on the website, plus personal contacts with higher security items. 

'''Melinda asks''' if there are any ways that you had to really ...

'''Anna mentions''' that because their products are free so not alot of people seem to not use it because it doesn't have a feature.  Having things in multiple languages really seems to attract international users, the "it's in my language" item is really important.

'''Tanya asks''' how do you go about asking for feedback from users.   Anna says that sitting down with folks and really just working with them on how it works and what features they use.

'''Rebecca asks''' if Benetech's software is opensource. Anna talks about how their code is mostly opensource and is published on the sourceforge.  Rebecca asks if they work with or get input from other opensource developers. Anna speaks about the challenges of working with opensource developers, how they don't get a lot interest and usually when interest is shown they don't have the skill set they need. Outside translation has been helpful.

'''Matthew asks''' about how Benetech responds to user feedback and prioritize implementation.  Anna talks about how the decision are tied to funding and how often something is requested.

'''Rebecca asks''' if they ever turn down money to build a feature you don't want. Anna says yes but talk about helping to shape contributions and feature requests.

'''Karen asks''' about the nature of Benetech's funding sources.  Anna doesn't know the exact amounts but she overviews the basic sources of funding --  service contracts with foundations, occasional small grants where an org got funding to get a training or a feature, some small fee for service stuff for setup and install.   The goal would be to ease of foundation funding and get more user earned funding.

'''Katie asks''' if the product is modular enough to add features to only one item. Anna says no we haven't added that kinda modularization, mostly she thinks that is because they aren't interested in doing add-on features for more money because they are trying to keep the cost for their users down.

'''Anna talks''' about things they don't call products, they sometimes provide tools that help with statistical data that isn't products but more the working with the data.

'''Karen asks''' if you are interested in re-purposing your software for other clients? Anna says yes you could do it, it is branded to look like environmental or human rights but it could be use for anything really. 

'''Anna talks''' about the limits of working with many for-profits and how they respond to the political challenges that benetech.  

'''Margot asks for''' insight about differences in Marketing for-profit vs free.  Anna says that marketing become lower priority because of the costs involved but that so far word of mouth has really worked just fine.

'''Matthew talks about''' how interesting things is to see that Benetech is a non-profit. Anna talks about the fact that the realistic thing is that to serve your users you have to accept that they don't have any money.  Anna stresses that you can do things that aren't profitable and go looking for other ways to fund it.  She talked about how sometimes a project just can't be funded or completed.

'''Anna stresses''' how much you have to get into the heads of your users to really understand what they need.  

'''Anna talks about''' how documentation is super essential to avoid the ongoing support of the product since you don't want to charge for every single little question.  Keeping in mind the funding limitations. 

'''Anna says''' testing, building in testing is really key.  Tanya asks what format their user testing takes.  Anna talks about making sure that there is a new feature test list to tell people what has changed to make sure they check out. She also says that in-house testing is super important, getting users who have never used it to use it is also good.  

'''Anna says''' that QA has a test plan, something that lists what each feature is and must do.  

'''Anna also suggests''' saying "no" a lot or pushing back -- or more like "Well we could do that but the release will be late". Tanya asks about tactics for dealing with people who basically want to know why you can't give the the features they want. Rebecca mentions the delay tactic, saying you will have to look into something then saying no.  Others mention the "Sure we could, let me go get a quote for you."</text>
    <sha1>bb2852f807012c9e3bac5706706c0b3fe0b68270</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Report backs afternoon</title>
  <ns>0</ns>
  <id>142</id>
  <revision>
    <id>840</id>
    <parentid>652</parentid>
    <timestamp>2016-01-15T19:26:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1478" xml:space="preserve">Report backs

Organization project management:

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

Overthrowing the client:

* Identified things about the consultant client relationship, focused on whether is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

Basecamp: Moved to Overthrowing

Wikis:

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

Software development:
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
    <sha1>5ae445a6570ac45b7be77751d58ae0ab6fc13a8c</sha1>
  </revision>
  <revision>
    <id>841</id>
    <parentid>840</parentid>
    <timestamp>2016-01-15T19:27:16Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1508" xml:space="preserve">REPORT BACKS

'''Organization project management:'''

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

'''Overthrowing the client:'''

* Identified things about the consultant client relationship, focused on whether is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

'''Basecamp:''' Moved to Overthrowing

'''Wikis:'''

* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

'''Software development:'''
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
    <sha1>9bef8e66418b65afacd4690c5855a495201ef378</sha1>
  </revision>
  <revision>
    <id>842</id>
    <parentid>841</parentid>
    <timestamp>2016-01-15T19:27:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1507" xml:space="preserve">REPORT BACKS

'''Organization project management:'''

*End user education, it is important to work with the different personalities in tech projects
* Communicating, picture is worth a thousand words.
* Emerging projects last minute, you have to be a buzzkill and bring people back to reality.
* PM is not a series of switches but a series of dials that require adjustments

'''Overthrowing the client:'''

* Identified things about the consultant client relationship, focused on whether is about the money.  
* The necessity to establish trust, that you're providing value for the money, exchange of knowledge for money is fair
* There is no relationship between the money and the technology provider. 
* It is about relationships not about technology, relationship between client and contractor you will build more than the road if the clients are happy.

'''Basecamp:''' Moved to Overthrowing

'''Wikis:'''
* You can use wikis to get a sense of who's contributing in a team in ways that you wouldn't if you were using regular tools
* Wikis are the ultimate example of technology being more horizontal.
* Wikis as great documentation and KM tool, simple straightforward sketch for how to do wiki project management
* Slit between wikis that are file based and database based, things to look at.

'''Software development:'''
* When you decide to develop your own software, a consortium based model can provide mentorship and possibly some funding.
* Markets that are not addressed because they are specific</text>
    <sha1>aba8147bd35d41de78c36afab7420cd2753a59e8</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Report backs from sessions morning 2</title>
  <ns>0</ns>
  <id>143</id>
  <revision>
    <id>843</id>
    <parentid>653</parentid>
    <timestamp>2016-01-15T19:29:28Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="596" xml:space="preserve">REPORT BACKS

'''Collaboration tools session'''
* Synchronous events, multitasking is a problem
* Less is more, don`t have too many tools
* Joomla! debugging session as example, different tools in combination

'''Database design:'''
* From scratch vs. off the shelf, differences
* Hybrid model
* Think of the information before you go to the technology
* Documentation is extremely important, wiki, tracker

'''Website cost:'''
* Getting a sample invoice from a vendor
* Be very aggressive and specific details
* Use standard off the shelf items, custom has unforeseen costs
* Large range of cost</text>
    <sha1>19bb785362c66c1dd0c765305eeb67b19a1a6b5d</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Small Website Essentials</title>
  <ns>0</ns>
  <id>147</id>
  <revision>
    <id>844</id>
    <parentid>655</parentid>
    <timestamp>2016-01-15T19:31:16Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2726" xml:space="preserve">SMALL WEBSITE ESSENTIALS

*Introductions

*Colin's Happy Story and the Flow Chart
"What is a Database-Driven Website?" --&gt;Site able to draw content from different database.  Easier to change &amp; update.


INITIATE

Questions to Begin With:
"What is the goal of the site?"
"Why do we have a website?"
"Who is your audience?"
"Who are the people generating the content?"
"What are their tech/time capacity?"
"What are the institutional constraints?"
"What is the budget range? (short term vs. long term)"
Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"
"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."
RFP (Request For Project)
"What is fixed and/or opened?"
Committees can be a drain on designing a website.
Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.
Trouble in defining logistics for organizations in the planning phase.
Big Question:  SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?
Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?

PLAN

*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need, etc.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible for alerting them about it.
Sarah:  The importance of transparency.
Radha's CMS Nightmare

IMPLEMENTATION

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  i.e. "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.

CLOSE

Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?

TAKE AWAYS</text>
    <sha1>ac99995387579ab8fbe216faf71aa6cd5eab6bb2</sha1>
  </revision>
  <revision>
    <id>845</id>
    <parentid>844</parentid>
    <timestamp>2016-01-15T19:31:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2750" xml:space="preserve">SMALL WEBSITE ESSENTIALS

*Introductions

*Colin's Happy Story and the Flow Chart
"What is a Database-Driven Website?" --&gt;Site able to draw content from different database.  Easier to change &amp; update.


'''INITIATE'''

Questions to Begin With:
"What is the goal of the site?"
"Why do we have a website?"
"Who is your audience?"
"Who are the people generating the content?"
"What are their tech/time capacity?"
"What are the institutional constraints?"
"What is the budget range? (short term vs. long term)"
Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"
"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."
RFP (Request For Project)
"What is fixed and/or opened?"
Committees can be a drain on designing a website.
Web Plans:  We'll commit x hrs of coding.  You commit y hrs of content creation.  We can't proceed until you're done with that.
Trouble in defining logistics for organizations in the planning phase.
Big Question:  SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?
Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?

'''PLAN'''

*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need, etc.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible for alerting them about it.
Sarah:  The importance of transparency.
Radha's CMS Nightmare

'''IMPLEMENTATION'''

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  i.e. "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
**Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.

'''CLOSE'''

Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?

TAKE AWAYS</text>
    <sha1>685e048e09390fa5eeb17c8d7c76f50d208eabbf</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
  <ns>0</ns>
  <id>151</id>
  <revision>
    <id>846</id>
    <parentid>657</parentid>
    <timestamp>2016-01-15T19:35:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8624" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

'''Evaluation:''' 

Free hosted CMS: 
*build simple website on Google Sites

Criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

'''Example:''' 

Exchange server versus Google apps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

'''Case Management: Client Tracking Software.''' 

[[Example:]] Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

*Has it been tested? 
*Has gotten a lot of use
*Tech support
*Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
Drupal, Joomla!, Plone are the top 3 healthy open source. Why would anyone want to pay. 

1. learning curve? 

2. Hear about them

3. Have to find out on your own?
 
4. Supplying credible information? 

5. Time is money 

6. Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or time-consuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Example: Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 
1-	control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)
2-	features and your ability to control the features. 
3-	Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 
4-	Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	Training
-	How easy to use
-	To get it running, adjusted
-	Cost of software.. not that big a factor. 

Social solutions: consult with client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run because people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the value to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AH-HA's: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AH-HA. Free, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
    <sha1>99e2618acc8807de3ce9c7ca787e9b5622175a7b</sha1>
  </revision>
  <revision>
    <id>847</id>
    <parentid>846</parentid>
    <timestamp>2016-01-15T19:38:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8678" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

'''Evaluation:''' 

Free hosted CMS: 
*build simple website on Google Sites

Criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

[[Example:]]

Exchange server versus Google apps for email etc. had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

'''Case Management: Client Tracking Software.''' 

[[Example:]] Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

*Has it been tested? 
*Has gotten a lot of use
*Tech support
*Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 


'''Free software on TechSoup?''' 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 

Drupal, Joomla!, Plone are the top 3 healthy open source. Why would anyone want to pay. 

1. learning curve? 

2. Hear about them

3. Have to find out on your own?
 
4. Supplying credible information? 

5. Time is money 

6. Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

*Googlesites does not have database as part. 
*Access can’t handle users. 
*Online free dbase product: not organizers collective. 
*SQLbase costs $$
*Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

'''What’s your risk?''' 

Permanent loss of data. If tool is cumbersome or time-consuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

[[Example:]] Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 

1. Control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)

2. Features and your ability to control the features. 

3. Scalability: how complex (small and straightforward; website with 1500 pages huge. 

4. Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 


'''What does it really cost you?''' 

*Training
*How easy to use
*To get it running, adjusted
*Cost of software.. not that big a factor. 

[[Social solutions:]] consult with client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run because people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the value to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

*Popmail. 
*Godaddy
*Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 

'''AH-HA's:'''
 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AH-HA. Free, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

'''Report back:'''

*Infrastructure. 
*Backup and security.
*Commitment long term.</text>
    <sha1>4d3eecc097d49c328b6b87b6a6fae776cd0a22be</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>Techniques and Tools for Remote Collaboration</title>
  <ns>0</ns>
  <id>153</id>
  <revision>
    <id>848</id>
    <parentid>658</parentid>
    <timestamp>2016-01-15T19:41:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8568" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude


Remote Collaboration. 

Teams in 3 different places team
MAP capacity building. Accounting, legal, strategy plan 
2 teams on different coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modelling. 
Regional, national networks, communities of interest in different places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collab and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

Problems &amp; challenges: 
Keeping everyone on the same page. Don’t exclude those not present.
Software installing
Virgin control with documents – which is most current copy of document edits. 
How to white board on the phone
Budget for tools needed
Get useful updates and understand status of projects 
Confirming understanding
Drawing out quiet members of team
Is it an effective conversation
How to get feedback. 
Keeping people engaged in conversation?
Multi-tasking prevention. 
Creating a venue informal discussions – besides agenda meeting. 
Create energy of interaction and good ideas creation
Culture propagation, eg how to bring in new people

Understanding what people’s capacity is at a given time. 
Coalition and network interactions

1. Creating a zone for cohesive team formation:

tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat w/ one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

Techniques: 

1. Skype. 
Time zone issues. 
Moving technical data, dbases, documents. 
Use Skype works 80% of the time. 
Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
“little good with a curl” good very good; bad atrocious. 
Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
Move algorithms – type it in. 
Email one another. 
You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

2. Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

3. How to schedule meetings? 

Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

What about international – no overlapping times. 
No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

4. Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg., universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations e.g. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

5. Shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

6. status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

7. website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AHA:
Communication – easier to sort out
Collaboration – think together simultaneously – harder to tailor to everyone’s need
IM and IRC
Important to establish informal backchannel for office team
Sometimes you have to meet in person. 
Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>0e198da1371fb9d83b0706ea10d3a81e074688c5</sha1>
  </revision>
  <revision>
    <id>849</id>
    <parentid>848</parentid>
    <timestamp>2016-01-15T19:44:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8668" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude
'''
REMOTE COLLABORATION'''

Teams in 3 different places team
MAP capacity building. Accounting, legal, strategy plan 
2 teams on different coasts
Geographic offices
International carbon-based projects on the ground. Distributed energy modelling. 
Regional, national networks, communities of interest in different places
Teams, collaborations of consultants
Big and small groups
Remote clients
Funding network, international. Members
2-locations and adding more with expansion – remote tools for staff collab and remote classrooms
Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
Coalition of 46 orgs and 700 member groups. 
Meet ups, conference calls
Strong remote creative planning. 
Idealware is virtual organization but not super large yet, but huge source of concern
Openflows virtual organization, now have office. 2/3 clients remote
Large volunteer projects
Team of 35 people Social Forum
Distance work
Large groups and clients – show them what/how
NGOs with specific software. Lots of remote clients and remote meetings
Remote collaboration tools including phone. 

'''Problems &amp; challenges:''' 

*Keeping everyone on the same page. Don’t exclude those not present.
*Software installing
*Virgin control with documents – which is most current copy of document edits. 
*How to white board on the phone
*Budget for tools needed
*Get useful updates and understand status of projects 
*Confirming understanding
*Drawing out quiet members of team
*Is it an effective conversation
*How to get feedback. 
*Keeping people engaged in conversation?
*Multi-tasking prevention. 
*Creating a venue informal discussions – besides agenda meeting. 
*Create energy of interaction and good ideas creation
8Culture propagation, eg. how to bring in new people

Understanding what people’s capacity is at a given time. 

Coalition and network interactions

1. Creating a zone for cohesive team formation:

Tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat with one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

'''Techniques:''' 

'''1.''' Skype.
 
*Time zone issues. 
*Moving technical data, dbases, documents. 
*Use Skype works 80% of the time. 
*Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
*“little good with a curl” good very good; bad atrocious. 
*Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
*Move algorithms – type it in. 
*Email one another. 
*You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

'''2.''' Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

'''3.''' How to schedule meetings? 

*Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

*What about international – no overlapping times. 
*No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

'''4.''' Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg., universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations e.g. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

'''5.''' Shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

'''6.''' Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

'''7.''' website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

AHA's:

*Communication – easier to sort out
*Collaboration – think together simultaneously – harder to tailor to everyone’s need
*IM and IRC
*Important to establish informal backchannel for office team
*Sometimes you have to meet in person. 
*Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
*Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

Other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>1972612899d98d45b4d28d2b2953c7139f5cdc09</sha1>
  </revision>
  <revision>
    <id>850</id>
    <parentid>849</parentid>
    <timestamp>2016-01-15T19:45:36Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8697" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude
'''
REMOTE COLLABORATION'''

*Teams in 3 different places team
*MAP capacity building. Accounting, legal, strategy plan 
*2 teams on different coasts
*Geographic offices
*International carbon-based projects on the ground. Distributed energy modelling. 
*Regional, national networks, communities of interest in different places
*Teams, collaborations of consultants
*Big and small groups
*Remote clients
*Funding network, international. Members
*2 locations and adding more with expansion – remote tools for staff collab and remote classrooms
*Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
*Coalition of 46 orgs and 700 member groups. 
*Meet ups, conference calls
*Strong remote creative planning. 
*Idealware is virtual organization but not super large yet, but huge source of concern
*Openflows virtual organization, now have office. 2/3 clients remote
*Large volunteer projects
*Team of 35 people Social Forum
*Distance work
*Large groups and clients – show them what/how
*NGOs with specific software. Lots of remote clients and remote meetings
*Remote collaboration tools including phone. 

'''Problems &amp; challenges:''' 

*Keeping everyone on the same page. Don’t exclude those not present.
*Software installing
*Virgin control with documents – which is most current copy of document edits. 
*How to white board on the phone
*Budget for tools needed
*Get useful updates and understand status of projects 
*Confirming understanding
*Drawing out quiet members of team
*Is it an effective conversation
*How to get feedback. 
*Keeping people engaged in conversation?
*Multi-tasking prevention. 
*Creating a venue informal discussions – besides agenda meeting. 
*Create energy of interaction and good ideas creation
8Culture propagation, eg. how to bring in new people

Understanding what people’s capacity is at a given time. 

Coalition and network interactions

1. Creating a zone for cohesive team formation:

Tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat with one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

'''Techniques:''' 

'''1.''' Skype.
 
*Time zone issues. 
*Moving technical data, dbases, documents. 
*Use Skype works 80% of the time. 
*Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
*“little good with a curl” good very good; bad atrocious. 
*Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
*Move algorithms – type it in. 
*Email one another. 
*You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

'''2.''' Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

'''3.''' How to schedule meetings? 

*Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

*What about international – no overlapping times. 
*No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

'''4.''' Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg., universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations e.g. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

'''5.''' Shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

'''6.''' Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

'''7.''' website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

'''AHA's:'''

*Communication – easier to sort out
*Collaboration – think together simultaneously – harder to tailor to everyone’s need
*IM and IRC
*Important to establish informal backchannel for office team
*Sometimes you have to meet in person. 
*Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
*Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

Other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>59606b0920a8ccfd9041c89c86298b34ae9e7749</sha1>
  </revision>
  <revision>
    <id>851</id>
    <parentid>850</parentid>
    <timestamp>2016-01-15T19:45:49Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8697" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude

'''REMOTE COLLABORATION'''

*Teams in 3 different places team
*MAP capacity building. Accounting, legal, strategy plan 
*2 teams on different coasts
*Geographic offices
*International carbon-based projects on the ground. Distributed energy modelling. 
*Regional, national networks, communities of interest in different places
*Teams, collaborations of consultants
*Big and small groups
*Remote clients
*Funding network, international. Members
*2 locations and adding more with expansion – remote tools for staff collab and remote classrooms
*Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
*Coalition of 46 orgs and 700 member groups. 
*Meet ups, conference calls
*Strong remote creative planning. 
*Idealware is virtual organization but not super large yet, but huge source of concern
*Openflows virtual organization, now have office. 2/3 clients remote
*Large volunteer projects
*Team of 35 people Social Forum
*Distance work
*Large groups and clients – show them what/how
*NGOs with specific software. Lots of remote clients and remote meetings
*Remote collaboration tools including phone. 

'''Problems &amp; challenges:''' 

*Keeping everyone on the same page. Don’t exclude those not present.
*Software installing
*Virgin control with documents – which is most current copy of document edits. 
*How to white board on the phone
*Budget for tools needed
*Get useful updates and understand status of projects 
*Confirming understanding
*Drawing out quiet members of team
*Is it an effective conversation
*How to get feedback. 
*Keeping people engaged in conversation?
*Multi-tasking prevention. 
*Creating a venue informal discussions – besides agenda meeting. 
*Create energy of interaction and good ideas creation
8Culture propagation, eg. how to bring in new people

Understanding what people’s capacity is at a given time. 

Coalition and network interactions

1. Creating a zone for cohesive team formation:

Tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat with one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

'''Techniques:''' 

'''1.''' Skype.
 
*Time zone issues. 
*Moving technical data, dbases, documents. 
*Use Skype works 80% of the time. 
*Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
*“little good with a curl” good very good; bad atrocious. 
*Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
*Move algorithms – type it in. 
*Email one another. 
*You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

'''2.''' Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

'''3.''' How to schedule meetings? 

*Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

*What about international – no overlapping times. 
*No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

'''4.''' Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg., universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations e.g. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

'''5.''' Shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

'''6.''' Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

'''7.''' website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

'''AHA's:'''

*Communication – easier to sort out
*Collaboration – think together simultaneously – harder to tailor to everyone’s need
*IM and IRC
*Important to establish informal backchannel for office team
*Sometimes you have to meet in person. 
*Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
*Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

Other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>77425881ed6a4f653d3fc7106a5fc0a5aef553c6</sha1>
  </revision>
  <revision>
    <id>852</id>
    <parentid>851</parentid>
    <timestamp>2016-01-15T19:46:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8697" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude

'''REMOTE COLLABORATION'''

*Teams in 3 different places team
*MAP capacity building. Accounting, legal, strategy plan 
*2 teams on different coasts
*Geographic offices
*International carbon-based projects on the ground. Distributed energy modelling. 
*Regional, national networks, communities of interest in different places
*Teams, collaborations of consultants
*Big and small groups
*Remote clients
*Funding network, international. Members
*2 locations and adding more with expansion – remote tools for staff collab and remote classrooms
*Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
*Coalition of 46 orgs and 700 member groups. 
*Meet ups, conference calls
*Strong remote creative planning. 
*Idealware is virtual organization but not super large yet, but huge source of concern
*Openflows virtual organization, now have office. 2/3 clients remote
*Large volunteer projects
*Team of 35 people Social Forum
*Distance work
*Large groups and clients – show them what/how
*NGOs with specific software. Lots of remote clients and remote meetings
*Remote collaboration tools including phone. 

'''Problems &amp; challenges:''' 

*Keeping everyone on the same page. Don’t exclude those not present.
*Software installing
*Virgin control with documents – which is most current copy of document edits. 
*How to white board on the phone
*Budget for tools needed
*Get useful updates and understand status of projects 
*Confirming understanding
*Drawing out quiet members of team
*Is it an effective conversation
*How to get feedback. 
*Keeping people engaged in conversation?
*Multi-tasking prevention. 
*Creating a venue informal discussions – besides agenda meeting. 
*Create energy of interaction and good ideas creation
*Culture propagation, eg. how to bring in new people

Understanding what people’s capacity is at a given time. 

Coalition and network interactions

1. Creating a zone for cohesive team formation:

Tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat with one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

'''Techniques:''' 

'''1.''' Skype.
 
*Time zone issues. 
*Moving technical data, dbases, documents. 
*Use Skype works 80% of the time. 
*Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
*“little good with a curl” good very good; bad atrocious. 
*Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
*Move algorithms – type it in. 
*Email one another. 
*You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

'''2.''' Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

'''3.''' How to schedule meetings? 

*Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

*What about international – no overlapping times. 
*No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

'''4.''' Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg., universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations e.g. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

'''5.''' Shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

'''6.''' Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

'''7.''' website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

'''AHA's:'''

*Communication – easier to sort out
*Collaboration – think together simultaneously – harder to tailor to everyone’s need
*IM and IRC
*Important to establish informal backchannel for office team
*Sometimes you have to meet in person. 
*Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
*Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

Other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
    <sha1>3a3d690ddac304785f99ba64cf8e3b2173926b67</sha1>
  </revision>
</page>
<page arvcontinue="20160115184430|809">
  <title>The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>154</id>
  <revision>
    <id>853</id>
    <parentid>659</parentid>
    <timestamp>2016-01-15T19:47:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9672" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining Scope:
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Trade-offs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

'''Physiological.'''

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own trade-offs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

'''Signatures are key.''' 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

'''Design and scope.''' 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking co-workers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't have the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
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  </revision>
  <revision>
    <id>854</id>
    <parentid>853</parentid>
    <timestamp>2016-01-15T19:48:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="9670" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining Scope:
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had been operating before. It was hard to stick to the "sustainable" mode spec docs. Trade-offs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

'''Physiological.'''

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own trade-offs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

'''Signatures are key.''' 

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

'''Design and scope.''' 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking co-workers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't have the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
    <sha1>e185ae254b484c8de162374c5fbf6bf72e290780</sha1>
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<page arvcontinue="20160115184430|809">
  <title>The MoveOn Process for Translating Technology Visions to Reality</title>
  <ns>0</ns>
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  <revision>
    <id>855</id>
    <parentid>313</parentid>
    <timestamp>2016-01-15T19:49:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2403" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

Assumptions:&lt;br&gt;
* Volunteer-based
* Grassroots

[[Start with a concept]]

'''Look at what has been effective'''

* Studies 
* Stories
* Historically

'''Nail down the plan first'''

* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''

* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)
Plan
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

Other issues &lt;br&gt;
* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

How to manage these projects remotely? &lt;br&gt;
* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>753248a05ed287eac54c9641843de23acb324047</sha1>
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  <revision>
    <id>856</id>
    <parentid>855</parentid>
    <timestamp>2016-01-15T19:50:10Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2412" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

Assumptions:&lt;br&gt;
* Volunteer-based
* Grassroots


'''== Start with a concept =='''

'''Look at what has been effective'''

* Studies 
* Stories
* Historically

'''Nail down the plan first'''

* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''

* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)
Plan
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

Other issues &lt;br&gt;
* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

How to manage these projects remotely? &lt;br&gt;
* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>2c44c899584de3c1b871adfdf9633311f970af21</sha1>
  </revision>
  <revision>
    <id>857</id>
    <parentid>856</parentid>
    <timestamp>2016-01-15T19:51:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="2418" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

Assumptions:&lt;br&gt;
* Volunteer-based
* Grassroots


'''START WITH A CONCEPT'''

'''Look at what has been effective'''

* Studies 
* Stories
* Historically

'''Nail down the plan first'''

* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''

* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''

* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>a1be102919a809b45576d326dd3087ee874ba962</sha1>
  </revision>
  <revision>
    <id>858</id>
    <parentid>857</parentid>
    <timestamp>2016-01-15T19:51:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
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    <text bytes="2422" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

Assumptions:&lt;br&gt;
* Volunteer-based
* Grassroots


'''START WITH A CONCEPT'''

'''Look at what has been effective'''

* Studies 
* Stories
* Historically

'''Nail down the plan first'''

* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''

* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''

* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>ede24a6850d2978fea43c52980dc6c2df9c126fb</sha1>
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<page arvcontinue="20160115195203|859">
  <title>The MoveOn Process for Translating Technology Visions to Reality</title>
  <ns>0</ns>
  <id>156</id>
  <revision>
    <id>859</id>
    <parentid>858</parentid>
    <timestamp>2016-01-15T19:52:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2414" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

Assumptions:&lt;br&gt;
* Volunteer-based
* Grassroots


'''START WITH A CONCEPT'''

'''Look at what has been effective'''

* Studies 
* Stories
* Historically

'''Nail down the plan first'''

* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''

* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''

* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>24a520f4334a7e89760f59279794d23c77b2d8db</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>User Testing</title>
  <ns>0</ns>
  <id>161</id>
  <revision>
    <id>860</id>
    <parentid>670</parentid>
    <timestamp>2016-01-15T19:58:42Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="20500" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
*'''Laura:''' Go around the room!
*'''Tom:''' Point of Pain Personally
*'''Harvey:''' Need to get admins to listen to me
*'''Debbie:'''
*'''Trinh:''' Getting it right the first round sets things off right
*'''Spensor:''' Attempting to go paperless so more users using systems and how to get feedback
*'''Amanda:''' Large diverse org. need to collaborate &amp; pull people in early
*'''Briana:''' Same as amanda
*'''David:''' More of the same :)
*'''Jon:''' Eval &amp; Measurement
*'''Katey (?):''' Custom Dev. -- Design for development &amp; how to do that.
*'''Ken:''' Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
*'''Karen:''' Interested in the whole understanding site from user perspective
*'''Melinda:''' Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===

*'''Laura:''' Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.

*'''Laura:''' There's a whole span of user research.  Up-front to understand incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interactive process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).

*'''Laura:''' Questions, reactions, etc.

*'''Karen:''' Card sorting?

*'''Laura:''' I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).

- Melida: I have been the subject....then what do you do?
- Laura: There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).
- Karen: What part of the process do you do this?
- Laura: Design level after you have a scope for the process.
  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labelled to get cues as to where to put things.
- Karen: These are the *end users* (either part of org. or otherwise)...do you pay 'em?
- Laura: Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?
- Melinda: This is the best idea I've heard in 3 years!
- Laura: It's a time-honoured technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.
- Melinda: Seems like an easy way to get everyone involved.
- Jon: What are you trying to get...attitude, analysis?
- Laura: You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.
- Melinda: What about a survey to do the same thing?
- Tom: We've used questionnaires for features!
- Katie: user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?
- Laura: Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.
- Melinda: Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.
- Laura: Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.
- Tom: The Humane Interface
- Melinda: Accessibility?  Is that still out there &amp; how does that interact with this?
- Laura: This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===
- Laura: Surveys are one method for understanding users' desires.&lt;br&gt;
- Katie: Observation -- just watch users use the site and take notes.  We were considering using gotomeeting(.com) to watch users use what you've developed for them.&lt;br&gt;
- Laura: User test the current software or competitor's sites (or similar sites) to see how people use them.&lt;br&gt;
- Briana: What do you watch for?&lt;br&gt;
- Katie: We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.&lt;br&gt;
- Laura: I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".&lt;br&gt;
- Melinda: It's important to not to pre-training.&lt;br&gt;
- Laura: You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.&lt;br&gt;
- Amanda: I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?&lt;br&gt;
- Laura: Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  YOu'd probably need to do 4 or 5 in a particular group.&lt;br&gt;
- Melinda: I need to know how literate the potential users are.&lt;br&gt;
- Laura: I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of gropu data, but it's not *actually* that you've probably got only one or two.&lt;br&gt;
- Brianna: In an interview series, what questions would you ask?&lt;br&gt;
- Laura: You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.&lt;br&gt;
- Melinda: People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.&lt;br&gt;
- Laura: To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activites in the neighborhood.&lt;br&gt;
- Melinda: We need to figure out how to include the content of the video tapes.&lt;br&gt;
- Jon: Is the goal to increase the broad usership of the site or to raise money?&lt;br&gt;
- Laura: A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.&lt;br&gt;
- Jon: If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.&lt;br&gt;
- Melinda: At a certain point you need to ask people.&lt;br&gt;
- Spenser: ideas.salesforce.com -- if you have a feature reuqest that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.&lt;br&gt;
- Laura: If you had a motivated user base, then that might work quite well.&lt;br&gt;
- Laura: I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"&lt;br&gt;
- Jon: One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one.  YOu need to ask efficacy and user base questions first.&lt;br&gt;
- Melinda: Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.&lt;br&gt;
- Amanda: There are priority levels with various pieces of content.&lt;br&gt;
- Jon: Do you have questionnaires, do people fill 'em out?&lt;br&gt;
- Amanda: Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.&lt;br&gt;
- Jon: Analyze by click?&lt;br&gt;
- Amanda: Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.
- Jon: It's not very personal to just have a generic questionnaire.
- Laura: Other questions?
- Ken: I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).
- Laura: How are you using web stats?
- Melinda: I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.
- Ken: How do you react when audiences do something counter-intuitive?
- Brianna: One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.
- Jon: Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.
- Spenser: Then maybe you create the form for recommendations.
- Brianna: We're getting comments on the blog too and lots of people get very involved there.
- Laura: In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very passionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnographic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.
- Debbie: One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.
- Katie: It's scary to make yourself vulnerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."
- Laura: There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.
- Brianna: Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?
- Melinda: E.g. "What is tagging?"
- Katie: I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda defining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.
- Jon: Is that beta testing?  Isn't there a big difference in the two audiences?
- Katie: Also user testing on back-end and that's what I'm thinking of here.
- Laura: I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.
- Melinda: Establishing a framework out front including terminology might help.
- Debbie: We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.
- Ken: How do you get the person to buy-in on that?
- Debbie: It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.
- Ken: I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.
- Debbie: It was very clear form the start of the project.
- Melinda: But the ED might have interfered with the collab.
- Debbie: YOu can't talk her out of everything!
- Jon: Did she need to suspend disbelief?
- Debbie: She just has lots of opinions.
- Jon: Boundary establishment.
- Debbie: It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.
- Karen: You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.
- Debbie: It was a very fast turnaround so everyone knew we needed to keep it quick as possible.
- Harvey: We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.
- Laura: So were you cutting controversial things?
- Harvey: It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!
- Laura: There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?
- Tom: Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overridden by admin."
- Laura: Will this work for internal projects?
- All: NO!
- Ken: I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.
- Tom: I have ruled with an iron fist and insisted on getting people to work with me a certain way.
- Ken: Yeah, that won't work for me with my internal code of ethics.
- Harvey: I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"
- Laura: End of Time.  Takeaways/Ah-has?
- Katie: Card sorting
- Ken: Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.
- Jon: It's too amorphous a subject.
- Melinda: I like to hear that others are trying to use statistics
- Debbie: It was inform with nothing written. (Going live June 16th)
- Katie: The resources that were thrown out there.
- Debbie: TCG is design and CivicAction is doing back-end.</text>
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  </revision>
  <revision>
    <id>861</id>
    <parentid>860</parentid>
    <timestamp>2016-01-15T20:18:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
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    <text bytes="21006" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
*'''Laura:''' Go around the room!
*'''Tom:''' Point of Pain Personally
*'''Harvey:''' Need to get admins to listen to me
*'''Debbie:'''
*'''Trinh:''' Getting it right the first round sets things off right
*'''Spensor:''' Attempting to go paperless so more users using systems and how to get feedback
*'''Amanda:''' Large diverse org. need to collaborate &amp; pull people in early
*'''Briana:''' Same as amanda
*'''David:''' More of the same :)
*'''Jon:''' Eval &amp; Measurement
*'''Katey (?):''' Custom Dev. -- Design for development &amp; how to do that.
*'''Ken:''' Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
*'''Karen:''' Interested in the whole understanding site from user perspective
*'''Melinda:''' Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===

*'''Laura:''' Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.

*'''Laura:''' There's a whole span of user research.  Up-front to understand incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interactive process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).

*'''Laura:''' Questions, reactions, etc.

*'''Karen:''' Card sorting?

*'''Laura:''' I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).

*'''Melida:''' I have been the subject....then what do you do?

*'''Laura:''' There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).

*'''Karen:''' What part of the process do you do this?

*'''Laura:''' Design level after you have a scope for the process.

  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labelled to get cues as to where to put things.

*'''Karen:''' These are the *end users* (either part of org. or otherwise)...do you pay 'em?

*'''Laura:''' Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?

*'''Melinda:''' This is the best idea I've heard in 3 years!

*'''Laura:''' It's a time-honoured technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.

*'''Melinda:''' Seems like an easy way to get everyone involved.

*'''Jon:''' What are you trying to get...attitude, analysis?

*'''Laura:''' You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.

*'''Melinda:''' What about a survey to do the same thing?

*'''Tom:''' We've used questionnaires for features!

*'''Katie:''' user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?

*'''Laura:''' Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.

*'''Melinda:''' Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.

*'''Laura:''' Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.

*'''Tom:''' The Humane Interface

*'''Melinda:''' Accessibility?  Is that still out there &amp; how does that interact with this?

*'''Laura:''' This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===

*'''Laura:''' Surveys are one method for understanding users' desires.

*'''Katie:''' Observation -- just watch users use the site and take notes.  We were considering using gotomeeting(.com) to watch users use what you've developed for them.

*'''Laura:''' User test the current software or competitor's sites (or similar sites) to see how people use them.

*'''Briana:''' What do you watch for?

*'''Katie:''' We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.

*'''Laura:''' I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".

*'''Melinda:''' It's important to not to pre-training.

*'''Laura:''' You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.

*'''Amanda:''' I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?

*'''Laura:''' Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  You'd probably need to do 4 or 5 in a particular group.

*'''Melinda:''' I need to know how literate the potential users are.

*'''Laura:''' I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of group data, but it's not *actually* that you've probably got only one or two.


*'''Brianna:''' In an interview series, what questions would you ask?

*'''Laura:''' You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.

*'''Melinda:''' People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.

*'''Laura:''' To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activities in the neighborhood.

*'''Melinda:''' We need to figure out how to include the content of the video tapes.

*'''Jon:''' Is the goal to increase the broad usership of the site or to raise money?

*'''Laura:''' A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.

*'''Jon:''' If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.

*'''Melinda:''' At a certain point you need to ask people.

*'''Spenser:''' ideas.salesforce.com -- if you have a feature request that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.

*'''Laura:''' If you had a motivated user base, then that might work quite well.

*'''Laura:''' I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"

*'''Jon:''' One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one. You need to ask efficacy and user base questions first.

*'''Melinda:''' Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.

*'''Amanda:''' There are priority levels with various pieces of content.

*'''Jon:''' Do you have questionnaires, do people fill 'em out?

*'''Amanda:''' Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.

*'''Jon:''' Analyze by click?

*'''Amanda:''' Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.

*'''Jon:''' It's not very personal to just have a generic questionnaire.

*'''Laura:''' Other questions?

*'''Ken:''' I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).

*'''Laura:''' How are you using web stats?

*'''Melinda:''' I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.

*'''Ken:''' How do you react when audiences do something counter-intuitive?

*'''Brianna:''' One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.

*'''Jon:''' Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.

*'''Spenser:''' Then maybe you create the form for recommendations.

*'''Brianna:''' We're getting comments on the blog too and lots of people get very involved there.

*'''Laura:''' In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very passionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnographic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.

*'''Debbie:''' One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.

*'''Katie:''' It's scary to make yourself vulnerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."

*'''Laura:''' There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.

*'''Brianna:''' Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?

*'''Melinda:''' E.g. "What is tagging?"

*'''Katie:''' I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda defining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.

*'''Jon:''' Is that beta testing?  Isn't there a big difference in the two audiences?

*'''Katie:''' Also user testing on back-end and that's what I'm thinking of here.

*'''Laura:''' I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.

*'''Melinda:''' Establishing a framework out front including terminology might help.

*'''Debbie:''' We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.

*'''Ken:''' How do you get the person to buy-in on that?

*'''Debbie:''' It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.

*'''Ken:''' I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.

*'''Debbie:''' It was very clear form the start of the project.

*'''Melinda:''' But the ED might have interfered with the collab.

*'''Debbie:''' You can't talk her out of everything!

*'''Jon:''' Did she need to suspend disbelief?

*'''Debbie:''' She just has lots of opinions.

*'''Jon:''' Boundary establishment.

*'''Debbie:''' It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.

*'''Karen:''' You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.

*'''Debbie:''' It was a very fast turnaround so everyone knew we needed to keep it quick as possible.

*'''Harvey:''' We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.

*'''Laura:''' So were you cutting controversial things?

*'''Harvey:''' It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!

*'''Laura:''' There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?

*'''Tom:''' Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overridden by admin."

*'''Laura:''' Will this work for internal projects?

*'''All:''' NO!

*'''Ken:''' I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.

*'''Tom:''' I have ruled with an iron fist and insisted on getting people to work with me a certain way.

*'''Ken:''' Yeah, that won't work for me with my internal code of ethics.

*'''Harvey:''' I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"

*'''Laura:''' End of Time.  Takeaways/AH-HA's?

*'''Katie:''' Card sorting

*'''Ken:''' Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.

*'''Jon:''' It's too amorphous a subject.

*'''Melinda:''' I like to hear that others are trying to use statistics

*'''Debbie:''' It was inform with nothing written. (Going live June 16th)

*'''Katie:''' The resources that were thrown out there.

*'''Debbie:''' TCG is design and CivicAction is doing back-end.</text>
    <sha1>f7b6a346b10fc9bd425ae6abb47761a13c6e6ecf</sha1>
  </revision>
  <revision>
    <id>862</id>
    <parentid>861</parentid>
    <timestamp>2016-01-15T20:19:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="21006" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
*'''Laura:''' Go around the room!
*'''Tom:''' Point of Pain Personally
*'''Harvey:''' Need to get admins to listen to me
*'''Debbie:'''
*'''Trinh:''' Getting it right the first round sets things off right
*'''Spensor:''' Attempting to go paperless so more users using systems and how to get feedback
*'''Amanda:''' Large diverse org. need to collaborate &amp; pull people in early
*'''Briana:''' Same as amanda
*'''David:''' More of the same :)
*'''Jon:''' Eval &amp; Measurement
*'''Katey (?):''' Custom Dev. -- Design for development &amp; how to do that.
*'''Ken:''' Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
*'''Karen:''' Interested in the whole understanding site from user perspective
*'''Melinda:''' Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===

*'''Laura:''' Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.

*'''Laura:''' There's a whole span of user research.  Up-front to understand incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interactive process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).

*'''Laura:''' Questions, reactions, etc.

*'''Karen:''' Card sorting?

*'''Laura:''' I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).

*'''Melida:''' I have been the subject....then what do you do?

*'''Laura:''' There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).

*'''Karen:''' What part of the process do you do this?

*'''Laura:''' Design level after you have a scope for the process.

  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labelled to get cues as to where to put things.

*'''Karen:''' These are the *end users* (either part of org. or otherwise)...do you pay 'em?

*'''Laura:''' Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?

*'''Melinda:''' This is the best idea I've heard in 3 years!

*'''Laura:''' It's a time-honoured technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.

*'''Melinda:''' Seems like an easy way to get everyone involved.

*'''Jon:''' What are you trying to get...attitude, analysis?

*'''Laura:''' You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.

*'''Melinda:''' What about a survey to do the same thing?

*'''Tom:''' We've used questionnaires for features!

*'''Katie:''' user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?

*'''Laura:''' Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.

*'''Melinda:''' Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.

*'''Laura:''' Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.

*'''Tom:''' The Humane Interface

*'''Melinda:''' Accessibility?  Is that still out there &amp; how does that interact with this?

*'''Laura:''' This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===

*'''Laura:''' Surveys are one method for understanding users' desires.

*'''Katie:''' Observation -- just watch users use the site and take notes.  We were considering using gotomeeting(.com) to watch users use what you've developed for them.

*'''Laura:''' User test the current software or competitor's sites (or similar sites) to see how people use them.

*'''Brianna:''' What do you watch for?

*'''Katie:''' We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.

*'''Laura:''' I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".

*'''Melinda:''' It's important to not to pre-training.

*'''Laura:''' You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.

*'''Amanda:''' I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?

*'''Laura:''' Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  You'd probably need to do 4 or 5 in a particular group.

*'''Melinda:''' I need to know how literate the potential users are.

*'''Laura:''' I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of group data, but it's not *actually* that you've probably got only one or two.

*'''Brianna:''' In an interview series, what questions would you ask?

*'''Laura:''' You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.

*'''Melinda:''' People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.

*'''Laura:''' To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activities in the neighborhood.

*'''Melinda:''' We need to figure out how to include the content of the video tapes.

*'''Jon:''' Is the goal to increase the broad usership of the site or to raise money?

*'''Laura:''' A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.

*'''Jon:''' If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.

*'''Melinda:''' At a certain point you need to ask people.

*'''Spenser:''' ideas.salesforce.com -- if you have a feature request that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.

*'''Laura:''' If you had a motivated user base, then that might work quite well.

*'''Laura:''' I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"

*'''Jon:''' One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one. You need to ask efficacy and user base questions first.

*'''Melinda:''' Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.

*'''Amanda:''' There are priority levels with various pieces of content.

*'''Jon:''' Do you have questionnaires, do people fill 'em out?

*'''Amanda:''' Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.

*'''Jon:''' Analyze by click?

*'''Amanda:''' Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.

*'''Jon:''' It's not very personal to just have a generic questionnaire.

*'''Laura:''' Other questions?

*'''Ken:''' I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).

*'''Laura:''' How are you using web stats?

*'''Melinda:''' I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.

*'''Ken:''' How do you react when audiences do something counter-intuitive?

*'''Brianna:''' One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.

*'''Jon:''' Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.

*'''Spenser:''' Then maybe you create the form for recommendations.

*'''Brianna:''' We're getting comments on the blog too and lots of people get very involved there.

*'''Laura:''' In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very passionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnographic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.

*'''Debbie:''' One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.

*'''Katie:''' It's scary to make yourself vulnerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."

*'''Laura:''' There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.

*'''Brianna:''' Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?

*'''Melinda:''' E.g. "What is tagging?"

*'''Katie:''' I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda defining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.

*'''Jon:''' Is that beta testing?  Isn't there a big difference in the two audiences?

*'''Katie:''' Also user testing on back-end and that's what I'm thinking of here.

*'''Laura:''' I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.

*'''Melinda:''' Establishing a framework out front including terminology might help.

*'''Debbie:''' We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.

*'''Ken:''' How do you get the person to buy-in on that?

*'''Debbie:''' It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.

*'''Ken:''' I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.

*'''Debbie:''' It was very clear form the start of the project.

*'''Melinda:''' But the ED might have interfered with the collab.

*'''Debbie:''' You can't talk her out of everything!

*'''Jon:''' Did she need to suspend disbelief?

*'''Debbie:''' She just has lots of opinions.

*'''Jon:''' Boundary establishment.

*'''Debbie:''' It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.

*'''Karen:''' You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.

*'''Debbie:''' It was a very fast turnaround so everyone knew we needed to keep it quick as possible.

*'''Harvey:''' We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.

*'''Laura:''' So were you cutting controversial things?

*'''Harvey:''' It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!

*'''Laura:''' There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?

*'''Tom:''' Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overridden by admin."

*'''Laura:''' Will this work for internal projects?

*'''All:''' NO!

*'''Ken:''' I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.

*'''Tom:''' I have ruled with an iron fist and insisted on getting people to work with me a certain way.

*'''Ken:''' Yeah, that won't work for me with my internal code of ethics.

*'''Harvey:''' I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"

*'''Laura:''' End of Time.  Takeaways/AH-HA's?

*'''Katie:''' Card sorting

*'''Ken:''' Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.

*'''Jon:''' It's too amorphous a subject.

*'''Melinda:''' I like to hear that others are trying to use statistics

*'''Debbie:''' It was inform with nothing written. (Going live June 16th)

*'''Katie:''' The resources that were thrown out there.

*'''Debbie:''' TCG is design and CivicAction is doing back-end.</text>
    <sha1>2141a9bb35fe39c624904868c0b7224697cb91ce</sha1>
  </revision>
  <revision>
    <id>876</id>
    <parentid>862</parentid>
    <timestamp>2016-01-15T20:54:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="21006" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
*'''Laura:''' Go around the room?
*'''Tom:''' Point of Pain Personally
*'''Harvey:''' Need to get admins to listen to me
*'''Debbie:'''
*'''Trinh:''' Getting it right the first round sets things off right
*'''Spensor:''' Attempting to go paperless so more users using systems and how to get feedback
*'''Amanda:''' Large diverse org. need to collaborate &amp; pull people in early
*'''Briana:''' Same as amanda
*'''David:''' More of the same :)
*'''Jon:''' Eval &amp; Measurement
*'''Katey (?):''' Custom Dev. -- Design for development &amp; how to do that.
*'''Ken:''' Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
*'''Karen:''' Interested in the whole understanding site from user perspective
*'''Melinda:''' Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===

*'''Laura:''' Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.

*'''Laura:''' There's a whole span of user research.  Up-front to understand incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interactive process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).

*'''Laura:''' Questions, reactions, etc.

*'''Karen:''' Card sorting?

*'''Laura:''' I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).

*'''Melida:''' I have been the subject....then what do you do?

*'''Laura:''' There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).

*'''Karen:''' What part of the process do you do this?

*'''Laura:''' Design level after you have a scope for the process.

  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labelled to get cues as to where to put things.

*'''Karen:''' These are the *end users* (either part of org. or otherwise)...do you pay 'em?

*'''Laura:''' Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?

*'''Melinda:''' This is the best idea I've heard in 3 years!

*'''Laura:''' It's a time-honoured technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.

*'''Melinda:''' Seems like an easy way to get everyone involved.

*'''Jon:''' What are you trying to get...attitude, analysis?

*'''Laura:''' You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.

*'''Melinda:''' What about a survey to do the same thing?

*'''Tom:''' We've used questionnaires for features!

*'''Katie:''' user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?

*'''Laura:''' Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.

*'''Melinda:''' Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.

*'''Laura:''' Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.

*'''Tom:''' The Humane Interface

*'''Melinda:''' Accessibility?  Is that still out there &amp; how does that interact with this?

*'''Laura:''' This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===

*'''Laura:''' Surveys are one method for understanding users' desires.

*'''Katie:''' Observation -- just watch users use the site and take notes.  We were considering using gotomeeting(.com) to watch users use what you've developed for them.

*'''Laura:''' User test the current software or competitor's sites (or similar sites) to see how people use them.

*'''Brianna:''' What do you watch for?

*'''Katie:''' We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.

*'''Laura:''' I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".

*'''Melinda:''' It's important to not to pre-training.

*'''Laura:''' You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.

*'''Amanda:''' I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?

*'''Laura:''' Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  You'd probably need to do 4 or 5 in a particular group.

*'''Melinda:''' I need to know how literate the potential users are.

*'''Laura:''' I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of group data, but it's not *actually* that you've probably got only one or two.

*'''Brianna:''' In an interview series, what questions would you ask?

*'''Laura:''' You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.

*'''Melinda:''' People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.

*'''Laura:''' To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activities in the neighborhood.

*'''Melinda:''' We need to figure out how to include the content of the video tapes.

*'''Jon:''' Is the goal to increase the broad usership of the site or to raise money?

*'''Laura:''' A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.

*'''Jon:''' If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.

*'''Melinda:''' At a certain point you need to ask people.

*'''Spenser:''' ideas.salesforce.com -- if you have a feature request that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.

*'''Laura:''' If you had a motivated user base, then that might work quite well.

*'''Laura:''' I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"

*'''Jon:''' One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one. You need to ask efficacy and user base questions first.

*'''Melinda:''' Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.

*'''Amanda:''' There are priority levels with various pieces of content.

*'''Jon:''' Do you have questionnaires, do people fill 'em out?

*'''Amanda:''' Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.

*'''Jon:''' Analyze by click?

*'''Amanda:''' Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.

*'''Jon:''' It's not very personal to just have a generic questionnaire.

*'''Laura:''' Other questions?

*'''Ken:''' I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).

*'''Laura:''' How are you using web stats?

*'''Melinda:''' I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.

*'''Ken:''' How do you react when audiences do something counter-intuitive?

*'''Brianna:''' One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.

*'''Jon:''' Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.

*'''Spenser:''' Then maybe you create the form for recommendations.

*'''Brianna:''' We're getting comments on the blog too and lots of people get very involved there.

*'''Laura:''' In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very passionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnographic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.

*'''Debbie:''' One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.

*'''Katie:''' It's scary to make yourself vulnerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."

*'''Laura:''' There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.

*'''Brianna:''' Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?

*'''Melinda:''' E.g. "What is tagging?"

*'''Katie:''' I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda defining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.

*'''Jon:''' Is that beta testing?  Isn't there a big difference in the two audiences?

*'''Katie:''' Also user testing on back-end and that's what I'm thinking of here.

*'''Laura:''' I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.

*'''Melinda:''' Establishing a framework out front including terminology might help.

*'''Debbie:''' We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.

*'''Ken:''' How do you get the person to buy-in on that?

*'''Debbie:''' It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.

*'''Ken:''' I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.

*'''Debbie:''' It was very clear form the start of the project.

*'''Melinda:''' But the ED might have interfered with the collab.

*'''Debbie:''' You can't talk her out of everything!

*'''Jon:''' Did she need to suspend disbelief?

*'''Debbie:''' She just has lots of opinions.

*'''Jon:''' Boundary establishment.

*'''Debbie:''' It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.

*'''Karen:''' You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.

*'''Debbie:''' It was a very fast turnaround so everyone knew we needed to keep it quick as possible.

*'''Harvey:''' We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.

*'''Laura:''' So were you cutting controversial things?

*'''Harvey:''' It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!

*'''Laura:''' There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?

*'''Tom:''' Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overridden by admin."

*'''Laura:''' Will this work for internal projects?

*'''All:''' NO!

*'''Ken:''' I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.

*'''Tom:''' I have ruled with an iron fist and insisted on getting people to work with me a certain way.

*'''Ken:''' Yeah, that won't work for me with my internal code of ethics.

*'''Harvey:''' I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"

*'''Laura:''' End of Time.  Takeaways/AH-HA's?

*'''Katie:''' Card sorting

*'''Ken:''' Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.

*'''Jon:''' It's too amorphous a subject.

*'''Melinda:''' I like to hear that others are trying to use statistics

*'''Debbie:''' It was inform with nothing written. (Going live June 16th)

*'''Katie:''' The resources that were thrown out there.

*'''Debbie:''' TCG is design and CivicAction is doing back-end.</text>
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</page>
<page arvcontinue="20160115195203|859">
  <title>Web Project Fundamentals</title>
  <ns>0</ns>
  <id>165</id>
  <revision>
    <id>863</id>
    <parentid>674</parentid>
    <timestamp>2016-01-15T20:20:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2850" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

AH-HA's :

*Seeing your software from the perspective of managers
*The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>6be6ecdaa1744eef02ef87cf99be131a23b2ded5</sha1>
  </revision>
  <revision>
    <id>864</id>
    <parentid>863</parentid>
    <timestamp>2016-01-15T20:21:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2856" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.

'''AH-HA's :'''

*Seeing your software from the perspective of managers
*The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>c2fd6c5f886c9f8fda8825ac702a00039b4b7006</sha1>
  </revision>
  <revision>
    <id>865</id>
    <parentid>864</parentid>
    <timestamp>2016-01-15T20:21:17Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2857" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 
- - - - - - 

*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


'''AH-HA's :'''

*Seeing your software from the perspective of managers
*The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>010e16f7adf9cd18da6099250537029e2c5bc704</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>171</id>
  <revision>
    <id>866</id>
    <parentid>676</parentid>
    <timestamp>2016-01-15T20:23:22Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6492" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES: 
Colin: 
What 
-	have a better understanding of the system your using. 
-	Understand the pitfalls that come up. 
-	
CVSRM in Drupal?
-	moving target
-	compiling different access database. 
-	Needed static (versus active) dbases to work with. 
-	Thinking thru comprehensive process of what to freeze and what to let stay active.
-	Conversion – getting a full copy of data to convert. 
-	Client freeze copy of dbase. 
-	Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>9bee373ccee7fc1ee68b6c255de243a3b79b534e</sha1>
  </revision>
  <revision>
    <id>867</id>
    <parentid>866</parentid>
    <timestamp>2016-01-15T20:24:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6497" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES:
 
Colin: 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 
'''
CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>4fee1eacc2659b454e05f1dad0b399d937a77987</sha1>
  </revision>
  <revision>
    <id>868</id>
    <parentid>867</parentid>
    <timestamp>2016-01-15T20:25:23Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6498" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES:
 
Colin: 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 

E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>d4ed7998888b0f5a830c52133c936617e7e9fe19</sha1>
  </revision>
  <revision>
    <id>869</id>
    <parentid>868</parentid>
    <timestamp>2016-01-15T20:25:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6499" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

ADD TO NOTES:
 
Colin: 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>ab65dd4bbd82700b45e19c4d046ad578890beb72</sha1>
  </revision>
  <revision>
    <id>870</id>
    <parentid>869</parentid>
    <timestamp>2016-01-15T20:26:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6509" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 
2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 
3.	It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>4c423f28668bce5886e7e4b41c885e4b388dacb3</sha1>
  </revision>
  <revision>
    <id>871</id>
    <parentid>870</parentid>
    <timestamp>2016-01-15T20:26:57Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6511" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing*
1. Needs assessment
2. What are your top priorities?
3. What are the deal-breakers? (If it cant' do this one thing we can't use it)
4. Identify vendors
5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.
6. Software demos. Get the vendors to demonstrate the needs that you've identified.
7. Usability testing. Make sure you like how it accomplishes the requirements.
8. Site visits. Go see the software in action, other clients of the vendors
9. Pick one.

It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1.	One dedicated internal project manager. Making decisions. 

2.	PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 

3.	It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>fe3d77907ec762c52b080f49db8c2dc9524113f3</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:Managing Nonprofit Software Development Projects</title>
  <ns>0</ns>
  <id>176</id>
  <revision>
    <id>872</id>
    <parentid>678</parentid>
    <timestamp>2016-01-15T20:30:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="592" xml:space="preserve">=== Description ===

While a best practice for Nonprofits technologists is to try and utilize existing tools and services, there are invariably times when the appropriate tools and applications don't exist. But software development is not a core competency of most Nonprofits, and too often Nonprofit Software Development Efforts spiral out of control or end in less-than-complete realization of vision. This session will explore how best to get from concept to running code with out losing focus on mission.

=== Session Notes ===

Notetaker: none

(Session Note Taker will enter notes here)</text>
    <sha1>38351150c0d100e98f57b73446bf9d47c0031dcf</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
  <ns>0</ns>
  <id>188</id>
  <revision>
    <id>873</id>
    <parentid>688</parentid>
    <timestamp>2016-01-15T20:40:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8578" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

Evaluation: 

Free hosted CMS: 
-	build simple website on Google Sites

criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google apps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Dupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

example: 
exchange server versus google apps for email etc. 
had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook w/ google. Timeout. 
Gmail, and popup though outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

Case management: client tracking software. 
Eg. Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

Has it been tested? 
Has gotten a lot of use
Tech support
Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 

Free software on TechSoup? 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 
DRupal, Joomla, Plone are the top 3 healthy opensource. Why would anyone want to pay. 
1-	Learning curve? 
2-	Hear about them
3-	Have to find out on your own? 
4-	Supplying credible information? 
5-	Time is money 
6-	Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

Googlesites does not have database as part. 
Access can’t handle users. 
Online free dbase product: not organizers collective. 
SQLbase costs $$
Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

What’s your risk? 
Permanent loss of data. If tool is cumbersome or timeconsuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

Eg. Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 

1. Control: how much do you have and how much do you want to give up. (eg. Evite ads, and no control)

2. Features and your ability to control the features. 

3. Scalability: how complex (small and straightforward; website w/ 1500 pages huge. 

4. Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 

What does it really cost you? 
-	training
-	how easy to use
-	to get it running, adjusted
-	cost of software.. not that big a factor. 

Social solutions: consult w/ client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run bc people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Opensource is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the value to you if it has a community. 

Rich opensource “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools because they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

Popmail. 
Godaddy
Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 
AH-HA's: 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AHA. Freee, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

Report back: 
Infrastructure. 
Backup and security.
Commitment long term.</text>
    <sha1>efe65b2cd5b44c23b852f8b1a9c2a43ae50defd0</sha1>
  </revision>
  <revision>
    <id>907</id>
    <parentid>873</parentid>
    <timestamp>2016-01-15T22:49:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8678" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

'''Evaluation:''' 

Free hosted CMS: 
*build simple website on Google Sites

Criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

[[Example:]]

Exchange server versus Google apps for email etc. had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

'''Case Management: Client Tracking Software.''' 

[[Example:]] Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

*Has it been tested? 
*Has gotten a lot of use
*Tech support
*Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 


'''Free software on TechSoup?''' 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 

Drupal, Joomla!, Plone are the top 3 healthy open source. Why would anyone want to pay. 

1. learning curve? 

2. Hear about them

3. Have to find out on your own?
 
4. Supplying credible information? 

5. Time is money 

6. Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

*Googlesites does not have database as part. 
*Access can’t handle users. 
*Online free dbase product: not organizers collective. 
*SQLbase costs $$
*Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

'''What’s your risk?''' 

Permanent loss of data. If tool is cumbersome or time-consuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

[[Example:]] Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 

1. Control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)

2. Features and your ability to control the features. 

3. Scalability: how complex (small and straightforward; website with 1500 pages huge. 

4. Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 


'''What does it really cost you?''' 

*Training
*How easy to use
*To get it running, adjusted
*Cost of software.. not that big a factor. 

[[Social solutions:]] consult with client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run because people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the value to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

*Popmail. 
*Godaddy
*Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 

'''AH-HA's:'''
 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AH-HA. Free, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

'''Report back:'''

*Infrastructure. 
*Backup and security.
*Commitment long term.</text>
    <sha1>4d3eecc097d49c328b6b87b6a6fae776cd0a22be</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:PM Principles - Advanced Web Projects</title>
  <ns>0</ns>
  <id>181</id>
  <revision>
    <id>874</id>
    <parentid>681</parentid>
    <timestamp>2016-01-15T20:41:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12078" xml:space="preserve">Notetaker: Tom

[Lessons Learned/Elevator Advice]
  - Tanya Africa (MoveOn)
    * Electoral Get Out The Vote software
    * Programmers say that a &lt;something&gt; tool will break, listen to them!
  - Debbie
    * Need staff buy-in
  - Lisa (Sigma Consulting)
    * Listen (x3) &amp; talk to stakeholders
  - Michelle (quilted)
    * Make sure everyone on same page from start (scope, esp.)
  - An Chow (Dreamfish)
    * Ditto above)
  - Harvey
    * Know stakeholders
    * Workflow improvement
  - Andre (Rockford)
    * Astonished at proliferation (&amp; pace of) tools and keeping track is tough
  - Dan (Maplite.org)
    * Make graphical mockup of UI early!!  Helps get support :)
  - Karen (Sophia's Garden)
    * Stay true to your vision but be flexible in implementation
  - Katherine
    * Clear requirements otherwise you'll solve the wrong problem
  - Ben
    * Mockup early!! Building in reflection early &amp; often!!
  - Tom
    * Be sure to get right reqs.
  - Arthur (energy action)
    * Mockups: get specific tangible instead of moving forward before full talk-through
  - David (Radical Designs)
    * x4 -- x100 hours quote by devs!!  Educate client on impact of scope change are (exponential &amp; how late changes are even *worse*)


  - Dan: find that outlining features &amp; future ideas to enable devs to dev better
  - David: much pain comes from a lack of frontloading &amp; planning
    * Heard some tools &amp; tactics
  - Lisa: Challenge to convince org to spend resources on frontloading is tough.  Purchase something before deciding on what is needed.  tough to get investment in planning.
  - Harvey: We need this solved!! Ask why :)  Gotta know on the very basic level of who is going to use the software and *HOW*.  Gotta fill the needs of end users.  Get all stakeholders involved early
  - Tanya: One solution is to gather stakeholders.  Having the meeting will trick people into planning!  Panic button option: demo how if feature Q doesn't work, here's what will happen.  Use one good example!
  - Tom: Give clients the "wrong" option so they come back with the right one.
  - Arthur: Give the mockup so people can form opinions
  - Ben: Me Too
  - Karen: Turned a tech matrix into a mindmap.  Then used it to identify users and what functions mapped to users.  Combination of user story with tech matrix.  Easier to use graphical elements (like icons) to visually represent features and concepts and relations.  Want to ensure people *understand*
  - Harvey: Started document when had a personal lull and that forced people to create a timeframe &amp; team.  Needed to get something out there in order to get people to start thinking about this sort of thing.  Several teams need to collaborate on a regular basis!!  Team A needs Team  B to finish their part before they can continue.  Ownership over a given feature does not mean complete independence.
  - David: Lots tools to kickstart process
    * Initial Planning Doc
    * UI Mockups
    * User Stories
    * Technology matrices
    * Timelines / Dependencies
    * Core Features Identification
    * Scoping the Planning Process
    * Decision Timeline &amp; Ownership
    * Mapping out roles of the team
  - Tanya: Scoping Planning Process turns into planning the program &amp; need to demand some early decision making.  Use standard doc that describes programmatic model as a living doc.  Becomes an authoratative reference for the *program*
  - Debbie: Decision timeline &amp; ownership to figure out *who* has to be at which meetings and what the timeframes are
  - Lisa: Have a project champion who is responsible for keeping on timeline.  If 1 person falls behind it affects the whole project
  - Tom: Keep 'em focused on one project
  - Lisa: CEO, ED, etc. -- someone who has decision-making authority but isn't involved in implementation of project makes great project champion.

  - Ben: Mapping out roles of the team.  How to do this &amp; what is the "right" amount of detail and how to get buy-in
  - Harvey: Initial research &amp; getting down to the nitty-gritty of stakeholders &amp; workflows is important to figure out *WHAT* is important and can filter through all of what you've gathered.  This then informs who you're going to have involved.  That way you have someone who you can go talk to about a particular feature.  Once you start implementation it's a wild bronco &amp; it's OK to step out if something isn't working well.  But if you're implementing, you need to be happy with where you are.
  - Tanya: What *are* roles?
  - Ben: High Level like who is decision maker through low-level who is implementing a particular detail.  In successful projects I've experienced there have been explicitly and implicit roles defined.  This informs how they'll step up to fill a role.  Not strict guidelines on definition.
  - David: Points of Failure for is role definition.  Going higher &amp; higher up will end up with irrelevant feedback, so need to know who to talk to at what *point* in the process.  Document who needs to sign off on *what* *when*.  UI changes late in the game due to feedback from CEO.  Ensure that you *know* who needs to sign off on what, when (decision matrix).  Sign off on design early &amp; then don't get feedback until late in the game which creates problems.  So: establish roles *AND* timelines.
  - Andre: From client side this makes sense &amp; you can't get involved enough in how the organization works.  You have to be an anthropologist.  Project failure is often based in the mysterious inner workings of the way the org works.  How willing &amp; able are you to get inside or to prevent these breakdowns.
  - David: Depends on budget :)  NP Tech Dev is org. dev!  Can go in and do the org. dev &amp; research *IFF* org has resources and are able to change in order to resolve particular tech issues.  Sometimes you can't do anything about the politics of the org in order to solve a tech problem.  (i.e. Hey, you should redefine your departments in order to solve this problem!).  Sometimes the technologist is the respected authority.
  - Andre: Ask org to let you present to the *whole* group.  Get the outliers who are going to sabotage later will make themselves known!
  - Eric: In consulting role, I set things up like that big group.  Get as many people there in order to figure out who plays what role internally.  That means that later you can have backchannel conversations in order to work out a problem.  Can figure out ahead of time who might derail process.  Sometimes my scoping won't predict entire cost because I need to do more work outside of *tech* work with back-channel conversations.

  - David: Budgeting process around tech planning is fairly elastic, but *goal* is often fixed-cost for non-profits.  How do you budget &amp; manage expectations for the needs assessment.
  - Harvey: How many folks use scope triangle?
  - Some: What is it?
  - Harvey: Time vs. Quality vs. Money &amp; pick any two :)  Get basic ideas on where you're going to end up through the simple exercise.
  - David: Many non-profits will turn it into a pentagon &amp; make up two points :)
  - Lisa: As a client I'd ask the outsider to be your advocate for the project.  If you think there's a problem (i.e. sabotage) lemme know early so we can work together to figure it out.  Help me out on this sort of stuff!!
  - Dan: Fixed cost issue; I'm client &amp; we've given up on fixed cost because we keep trying it and developers lose interest
  - Tom: Use ballparks in hourly.
  - Eric: I concur.  Often *fix* a planning component.  You can shop this project around out after the planning.  Then we throw out support costs and if they won't pay for that, I won't go into the project.  Don't wanna get caught in "site won't work without support"
  - Tanya: As a client we set a timeline that defines our budget &amp; prioritize features based on timeline.  We identify tiers in order make sure certain features *do* get implemented.  Make sure programming team doesn't say "Are you from mars?!" on how feasible something is.  Can then guarantee that the tool will have these basic functions and no additional features and everything from there on *MUST* be prioritized.
  - Dan: How do you do QA &amp; user testing.
  - David: Make the site live :p  If core basic functions work, you can launch.  As we've moved to SAS, we call the whole thing a beta indefinitely.  Depends on mission-critical functionality (i.e. if accounting, then this won't work), but if it's a web-app the user-experience will dictate priorities.  Won't know how (e.g. a social networking app) will work until real users use it.  Dev time for QA will be reasonable to quote for test-driven development.  When you write a chunk of code that does X, you write a test to check to make sure that the chunk of code does indeed do X.  2:1 test coverage (or some big ratio).  You *must* do something along those lines for large apps is pretty key.  Expressing this to client that it will make it successful down the line but cost more now is very tough.
  - Dan: So you ask devs to use it?
  - Katherine: Yup.  Very time-consuming and uses more resources you need to do it!
  - Michelle: From dev's view it's toughest when you *want* to do it and client doesn't have the buy in ("We don't see return on our $$").  You have features &amp; write tests for features.  You should go the opposite way &amp; write test first.
  - Tanya: Two questions -- when you write code to test it...how do you know it broke?
  - David: You run code &amp; get feedback each time you change.
  - Katherine: You get a report along way
  - Tanya: As PM I feel like it'd be great to be able to explain this to program side...do you have examples &amp; fact sheets?
  - Eric: Haven't seen fact sheet along those lines.  I've only done it once, but I've had a big problem in explaining it to client.  We set up a failure w/out test-driven code and we showed how this wouldn't happen in test-driven code.  Set it up for failure intentionally in order to drive the concept home!!  Hard to get them to buy in to 2x the code or 10x the code
  - Michelle: It's like insurance nothing ever seems to happen :)
  - David: Best practices dictate test-driven dev.  Build 1st, optimize later.  Scaling in large apps, you don't optimize from beginning.  Lots of tough decisions about how to make things work for massive numbers of users.  Hard to predict what will break.  These items are very tough to explain to client.
  - Michelle: It's hard to predict what will scale, but at the same time you don't want to go live &amp; then have the site go down (!).  It's important to be able to test as you build out.  Hard to coordinate.
  - Tom: Sometimes if you're going to get lots of users at the outset, there's data you can pull from.
  - Arthur: Keep things simple &amp; don't add things just because they're "nice to have".  When we get too complex our projects tend to fail.
  - Michelle: That ties in to staying true to vision.  As you start developing you often lose sight of what is mission-critical.  Staying simple &amp; streamlined is excellent.
  - Harvey: This is a reason why to get stakeholders together in order to inform the developers of what needs to be improved.  There *will* be changes, but both sides will need to consider technical &amp; political sides.
  - Karen: Spoke with community manager who said launch with simple feature set and then get early user feedback and you'll then be able to figure out what is necessary.  Test that what you've planed is what the users want?
  - Tom: How do you convince client of this?
  - Lisa: I'm in that situation.  It's easier to *build* credibility than to *re*-build it.  If you do a little at a time, you build slower.
  - Andre: From the client side, we want to present a good face to people all at once.  We want to get success with the swarm phenomenon.  It's tough to buy in for beta-testing.
  - Karen: I worked *very* closely with a developer on a site and I'm *very* invested with the site now!!  In a year they'll have a great product.  So it's was good for me to have that experience and understand the way the process works and this is a developing mindset.</text>
    <sha1>71dfe324fe260bff633c223438348d6601ddc9c7</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:PM Principles - Introduction to Project Management</title>
  <ns>0</ns>
  <id>182</id>
  <revision>
    <id>875</id>
    <parentid>683</parentid>
    <timestamp>2016-01-15T20:42:38Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6291" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

Tides foundation
Technology without background.
Project management.
Technology;
Hewlett Foundation;
Technology cooperative;
Accidental project manager;
Web developer;
Database of money and votes. 
All project management;
Intern program for researchers;
ISQL and database management
System to organize all projects in pipeline.
Integrated system for all NPTM;
Track, report and measure projects;
Facilities, putting on conferences.
Communications department;
Website content management;
Redesign website. 
Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Defining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla!. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality initiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiralling within project.</text>
    <sha1>e0ef7f2355689d40110eef958b6999b85a5fb38e</sha1>
  </revision>
  <revision>
    <id>878</id>
    <parentid>875</parentid>
    <timestamp>2016-01-15T22:05:32Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6311" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

*Tides foundation
*Technology without background.
*Project management.
*Technology;
*Hewlett Foundation;
*Technology cooperative;
*Accidental project manager;
*Web developer;
*Database of money and votes. 
*All project management;
*Intern program for researchers;
*ISQL and database management
*System to organize all projects in pipeline.
*Integrated system for all NPTM;
*Track, report and measure projects;
*Facilities, putting on conferences.
*Communications department;
*Website content management;
*Redesign website. 
8Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Defining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla!. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality initiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiralling within project.</text>
    <sha1>29029f9b70fdc4e186a185f9cd3dc7e77f4eeb20</sha1>
  </revision>
  <revision>
    <id>879</id>
    <parentid>878</parentid>
    <timestamp>2016-01-15T22:06:00Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6311" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

*Tides foundation
*Technology without background.
*Project management.
*Technology;
*Hewlett Foundation;
*Technology cooperative;
*Accidental project manager;
*Web developer;
*Database of money and votes. 
*All project management;
*Intern program for researchers;
*ISQL and database management
*System to organize all projects in pipeline.
*Integrated system for all NPTM;
*Track, report and measure projects;
*Facilities, putting on conferences.
*Communications department;
*Website content management;
*Redesign website. 
*Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 
What do define about the project? 
o	Funding, budget. 
o	How long we have to solve the project?
o	Define the problem clearly?
o	What it is and what it is not?
o	Audience – who’s it for?
o	When to start, when do we know we’re done?

Difficulties?
	Not useful information – documentation, requirement, timing, resources. NOT Clear. 
	Defining who’s on the team and what their roles are? 
	Who’s control center
	Who’ sin charge. 

PLAN phase. 
	Eg. What’s in the dbases, what’s needed. 
	Define, share and document vision, plan, requirement. 
	Requirements gathering
	Talk to stakeholders. What would be useful to them
	Techniques &amp; tips. 
o	People are committed to process. 
Translating vision of staff into implementable; understandable. 
o	Quality control component: how we ensure the data is clean
o	How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1-	waterfall project management. One cycle through the diagram to Close. 
2-	Agile methodology – do cycle a lot of times.  EG, 
a.	one dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
b.	Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

Monitor: 
o	Quality control,
o	Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla!. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality initiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:
o	Initiation phase very important. Allocate for risk. 
o	Waterfall versus Agile project management impt context. 
o	Close – how do you know when you’re done, so you can avoid spiralling within project.</text>
    <sha1>0b0b54e6d03583dccb4344dc2228df8ee169e344</sha1>
  </revision>
  <revision>
    <id>880</id>
    <parentid>879</parentid>
    <timestamp>2016-01-15T22:12:30Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6258" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

*Tides foundation
*Technology without background.
*Project management.
*Technology;
*Hewlett Foundation;
*Technology cooperative;
*Accidental project manager;
*Web developer;
*Database of money and votes. 
*All project management;
*Intern program for researchers;
*ISQL and database management
*System to organize all projects in pipeline.
*Integrated system for all NPTM;
*Track, report and measure projects;
*Facilities, putting on conferences.
*Communications department;
*Website content management;
*Redesign website. 
*Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 

'''What do define about the project?''' 

*Funding, budget. 
*How long we have to solve the project?
*Define the problem clearly?
*What it is and what it is not?
*Audience – who’s it for?
*When to start, when do we know we’re done?

'''Difficulties?'''

*Not useful information – documentation, requirement, timing, resources. NOT Clear. 
*Who's control center
*Who's in charge. 

'''PLAN phase.''' 

*Eg. What’s in the dbases, what’s needed. 
*Define, share and document vision, plan, requirement. 
*Requirements gathering
*Talk to stakeholders. What would be useful to them
*Techniques &amp; tips. 
*People are committed to process. 

'''Translating vision of staff into implementable; understandable.'''

*Quality control component: how we ensure the data is clean
*How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1. Waterfall project management. One cycle through the diagram to Close. 

2. Agile methodology – do cycle a lot of times. Example:
   *a. One dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
   *b. Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

'''Monitor:''' 

*Quality control,
*Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla!. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality initiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 

Take-aways:

*Initiation phase very important. Allocate for risk. 
*Waterfall versus Agile project management impt context. 
*Close – how do you know when you’re done, so you can avoid spiralling within project.</text>
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  </revision>
  <revision>
    <id>908</id>
    <parentid>880</parentid>
    <timestamp>2016-01-15T22:52:17Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6265" xml:space="preserve">Notetaker: Jude

MNTP 101 Intro.

Participant go-around key words or associations (partial list): 

*Tides foundation
*Technology without background.
*Project management.
*Technology;
*Hewlett Foundation;
*Technology cooperative;
*Accidental project manager;
*Web developer;
*Database of money and votes. 
*All project management;
*Intern program for researchers;
*ISQL and database management
*System to organize all projects in pipeline.
*Integrated system for all NPTM;
*Track, report and measure projects;
*Facilities, putting on conferences.
*Communications department;
*Website content management;
*Redesign website. 
*Need podcasts, blogs;

Laura. 

Walk through a project. 

Vicky: Integrate all the databases. Filemaker. Excel, payments, grantee information, artists who show at gallery. Artwork for the city. Vendors, people involved in projects. Donors and fundraising. 

San Francisco Arts Commission as a case study for discussion. 

After dbase integration – how to use. Mailings, payments, pull out queries, less duplication of info. See overlap w/in organization. 

See chart. 
Initiate phase: where you figure out what your doing
	Goal of the project. 

'''What do define about the project?''' 

*Funding, budget. 
*How long we have to solve the project?
*Define the problem clearly?
*What it is and what it is not?
*Audience – who’s it for?
*When to start, when do we know we’re done?

'''Difficulties?'''

*Not useful information – documentation, requirement, timing, resources. NOT Clear. 
*Who's control center
*Who's in charge. 

'''PLAN phase.''' 

*Eg. What’s in the dbases, what’s needed. 
*Define, share and document vision, plan, requirement. 
*Requirements gathering
*Talk to stakeholders. What would be useful to them
*Techniques &amp; tips. 
*People are committed to process. 

'''Translating vision of staff into implementable; understandable.'''

*Quality control component: how we ensure the data is clean
*How much to scrub

Vision. Scope = what spec
Specifically are we doing – budget. Requirement: scoping. 

Dynamic Facilitation – group process to vision and plan. 

Technology and project goals. Personal document. 

Have someone in charge of the process. To reflect the process agreements, coordinate. Set things down so they don’t morph unintentionally. 
Direct points of reference. 

Terms: define scope, requirements. 
Use Cases = take form of idea, list of things that people would want to do in the system. 
Users, what are they going to do. 

Eg. program associate create mailing to previous grantees. 
User Story = Use Cases. 

Set the scenario. Iterate through levels of uses. Story, impressionistic, then technical may come in. 

User scenarios. User personas. Define typical program associate (background, what he wants to do). Eg. public website, teenager eg. 

Planning, implementing and Monitoring. 

1. Waterfall project management. One cycle through the diagram to Close. 

2. Agile methodology – do cycle a lot of times. Example:
   *a. One dbase and see how it goes. Raw alpha version of website to see what staff thinks. 
   *b. Or phase project and continue to iterate through. 

Ultimate system. Phased in. 
Priorities of different systems. 
Overall strategic plan. 

'''Monitor:''' 

*Quality control,
*Evaluation and possibly redesign. 

Close is a small bubble. Theoretically. How do you know you’re done with the specific project. Then you know you can move on to another project. Is the project effective for use? Open another project. 

? even after launch – updating and data input and users. I.e project manager perspective the project is never closed. How and when do you predict. What time commitment does the new website e.g. have. 

Consider this in the initiation phase. 
Content managers and that’s all they do. 
Iterative. Who can maintain this? What does it take, e.g. half time. 
Become part of business processes – part of the organizations. 
Don’t launch website and leave static. 
Have to do both content and techie part. 

Training and oversight part of the project. 

Some close… or never ending… define it. 
Close the development phase. 
Define when you switch over to implementation an update. 

Scope: what’s in the project, size
Cost &amp; Time: 
Quality – eg. bug free for launch? 
Golden triangle. Cost, Time, Scope or Quality. Can’t have all of these fixed and none are movable. 
We can build your crazy project, but it won’t work out if you don’t have time to maintain it. 
What features are in it?
People – managing what skills on project, they get along, 
Risk: eg. Server not coming in on time, programmer leaves team. Try to mitigate it. 
Procurement – lining up everything that need to be in place. 

Communication? 

Content management: website platforms, eg Joomla!. 
Contact management. Eg outlook
Constituent management: bigger system. 
Constituent Relationship management – relations with all constituents, board, grantees, 

Salesforce.com is one CRM

Gantt Chart: old school project management tool that represents flow of task on the project and dependencies between them. 
People and time and tasks and what happens before other things. Graphical representation of what is happening. So when time lags on some thing. 

MS Project. Omni-Plan

Gantt charts are too time consuming for most NPTP management. Putting in the time spans. Very serious project to invest the time. OK for million dollar project. 

Six Sigma – quality initiative. Agreement and process to management quality. Six levels. Generally a corporate thing. Large and complicated. 

Lean: similar philosophy around management. Overall management philosophy. 

Is there a glossary of terms (CRM, CMP, etc) and various types of applications, software, etc. Is there an overall chart linking up different types of systems with different software applications? 

Technology projects. There are so many of them. Session was about project management in general and not as linked to technology specifics. 

Idealware. Aspirations. 


'''Take-aways:'''

*Initiation phase very important. Allocate for risk. 
*Waterfall versus Agile project management impt context. 
*Close – how do you know when you’re done, so you can avoid spiralling within project.</text>
    <sha1>974c8c2a17218dca66725597d7ee1a8933570bfa</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:User Testing</title>
  <ns>0</ns>
  <id>194</id>
  <revision>
    <id>877</id>
    <parentid>692</parentid>
    <timestamp>2016-01-15T22:02:49Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="21006" xml:space="preserve">Reporter: Tom
''Sorry: This is a not formatted nicely!''

=== Why are you here? ===
*'''Laura:''' Go around the room?
*'''Tom:''' Point of Pain Personally
*'''Harvey:''' Need to get admins to listen to me
*'''Debbie:'''
*'''Trinh:''' Getting it right the first round sets things off right
*'''Spensor:''' Attempting to go paperless so more users using systems and how to get feedback
*'''Amanda:''' Large diverse org. need to collaborate &amp; pull people in early
*'''Briana:''' Same as amanda
*'''David:''' More of the same :)
*'''Jon:''' Eval &amp; Measurement
*'''Katey (?):''' Custom Dev. -- Design for development &amp; how to do that.
*'''Ken:''' Some tools that I've made that I've shoved down user's throats and want to get them swallowing on their own.
*'''Karen:''' Interested in the whole understanding site from user perspective
*'''Melinda:''' Figure out best way to get everyone all together on the goals for the database.

=== Laura's Experiences ===

*'''Laura:''' Feel very passionate about this &amp; have years of experience as professional Info. Architect. (designs navigation &amp; functionality of websites based on users).  Did serious research on understanding what users want.

*'''Laura:''' There's a whole span of user research.  Up-front to understand incoming mental model for a site or application: what do they expect the system to do and how to interact and what things are there in their life that this might replace.  Also all the way through assessing how important certain things are compared to other things.  A big issue is to understand whether users want a feature or not.  You can tell when you totally missed the mark when they just don't get it.  Also, techniques for doing very specific exercises like card sorting to define categories for (e.g. navigation of a website).  End -- understanding how something you have in some form to get user testing.  It's futile to do it *only* at the end; better to do it as an interactive process.  Ultimately do user testing to understand if your website is doing the things you set out to do (using various metrics).

*'''Laura:''' Questions, reactions, etc.

*'''Karen:''' Card sorting?

*'''Laura:''' I've do a card sorting project where there's a foundation with hundreds of publications and we needed to define a scheme to create 10 buckets to divide up the various publications (we actually did a faceted organization with multiple different categories).
  * Need to get a representative sample of the content (e.g. 100 out of thousands of items).  Optimal # is between 60 - 80.
  * Tools available online, but often done with actual cards.  Label cards with the names of *actual* publications.  You have a stack of cards that represent the publications.
  * Get people one at a time and get them to divide the cards into piles that make sense (e.g. 3 - 10 items per pile).

*'''Melida:''' I have been the subject....then what do you do?

*'''Laura:''' There are utilities that will do statistical analysis to figure out clusters of things.  Just as useful are the actual *buckets* that people have created (the categories that people have created).  You'll get drastically different kinds of categorization (white paper vs. summary as opposed to topical).

*'''Karen:''' What part of the process do you do this?

*'''Laura:''' Design level after you have a scope for the process.

  * Open: they get to label buckets
  * Can also do a closed sort where you already have the buckets labelled to get cues as to where to put things.

*'''Karen:''' These are the *end users* (either part of org. or otherwise)...do you pay 'em?

*'''Laura:''' Yeah, you might need to pay them.  NPOs often have the ability to bring people in.  Have others done this?

*'''Melinda:''' This is the best idea I've heard in 3 years!

*'''Laura:''' It's a time-honoured technique.  There are tools available online.  It's preferable to do it in person because it's less abstract.

*'''Melinda:''' Seems like an easy way to get everyone involved.

*'''Jon:''' What are you trying to get...attitude, analysis?

*'''Laura:''' You're trying to figure out how people categorize things in order to (e.g.) create a navigation for a website...how to we create a structure that makes sense given the data.

*'''Melinda:''' What about a survey to do the same thing?

*'''Tom:''' We've used questionnaires for features!

*'''Katie:''' user testing doesn't always fall as highest priority.  Publications to direct us to to help argue the importance?

*'''Laura:''' Jacob Nielson.  http://useit.com and several books.  He's become a pundit (very black &amp; white about this sort of stuff) but he has a background in this sort of stuff with data to back it up.  Another group is http://uie.com  User Interface Engineering -- consulting firm that does seminars and training on user interface design but they also have nuanced stuff about doing this sort of work.  Jacob Nielson has the data &amp; proof to back you up.  If you want the answer to the question, UIE is probably better.

*'''Melinda:''' Lots of research -- there's a lot of info out there but I feel lucky upon finding the info I need.

*'''Laura:''' Blueprints for the Web by Christina Wodtke.  Good overview of process of designing a website.

*'''Tom:''' The Humane Interface

*'''Melinda:''' Accessibility?  Is that still out there &amp; how does that interact with this?

*'''Laura:''' This is often a separate issue because there are understood standards behind accessibility &amp; usability is much fuzzier.  Accessibility is a base.  Often.  Clearly anything for beyond a very limited known group of users you need to consider.

=== High Level Process ===

*'''Laura:''' Surveys are one method for understanding users' desires.

*'''Katie:''' Observation -- just watch users use the site and take notes.  We were considering using gotomeeting(.com) to watch users use what you've developed for them.

*'''Laura:''' User test the current software or competitor's sites (or similar sites) to see how people use them.

*'''Brianna:''' What do you watch for?

*'''Katie:''' We haven't yet, but I imagine we'd watch for (based on specs) see if they have to look around to be able to complete a task that you've given them.  Also ad-hoc observation.

*'''Laura:''' I'd give a few tasks at the high level to granular level.  I've asked people "Where would you go?"  "If you wanted to buy your mom something for MOther's Day, find something here!"  You can then see what they might do or what they would think about.  Doing tests on an interation of your own site.  Think through medium-level tasks  -- probably not "click on the save button", but more like "You're looking for resources to help kids with anti-drug issues".

*'''Melinda:''' It's important to not to pre-training.

*'''Laura:''' You want to at least know what experience people have when they're doing this.  It's very instructive to get users who don't have any knowledge of the org.  Have 'em say what they think the organization *does*.  Lack of Mission statement, etc.

*'''Amanda:''' I have an idea of what the user base is like &amp; it's varied.  Not just education level but the literacy level &amp; do they understand technology.  Also culturally.  How to gain that kind of info?

*'''Laura:''' Probably interviews or focus groups.  I'm a huge fan of interviews.  They can be expensive &amp; time-consuming but you can get a whole bunch of info in a one-on-one interview.  You'd probably need to do 4 or 5 in a particular group.

*'''Melinda:''' I need to know how literate the potential users are.

*'''Laura:''' I've done a lot of phone interviews that work well, but if people are more comfortable in person you need to do that.  Many people would recommend a focus group to ask them questions in aggregate.  I'm not a big fan since they give the illusion of group data, but it's not *actually* that you've probably got only one or two.

*'''Brianna:''' In an interview series, what questions would you ask?

*'''Laura:''' You need to define what you want to get out of it.  If you're thinking about the website generally, you might ask "Do you use it?"  "If so, what do you use it for?"  "What websites do you use and which ones do you like?".  If you're trying to provide info about what the cops are up to, find out how *they* figure that out currently.  How are they currently meeting the need you're trying to solve for them.  How do they think about what you're hoping to do.

*'''Melinda:''' People are able to fill out a form and put data into the filemaker but we have no way to search or tag, etc.  So we don't have a way to search for an individual cop's name.  Admin team came up with filemaker with the theory that if there are issues down the line they will get fixed.  And still it's not developed to work as a searchable db.  But we're on the wrong track.

*'''Laura:''' To get user input, then you need to understand what people want to know.  What *kinds* of things would you want to know about cop's activities in the neighborhood.

*'''Melinda:''' We need to figure out how to include the content of the video tapes.

*'''Jon:''' Is the goal to increase the broad usership of the site or to raise money?

*'''Laura:''' A website has many goals and the point of getting user feedback is to further a particular goal that you've identified.

*'''Jon:''' If you have navigational cues about a goal...when do you get diminishing returns on the data that you've gathered about who uses.

*'''Melinda:''' At a certain point you need to ask people.

*'''Spenser:''' ideas.salesforce.com -- if you have a feature request that you'd like to see made to the project, you submit it somewhere and every month you get X votes that you can allocate.  If something gets enough votes it goes to the top and they use that to figure out what's important for users.  Using the website to figure out what users want.

*'''Laura:''' If you had a motivated user base, then that might work quite well.

*'''Laura:''' I think it's important to talk about what the return will be.  There's not a ton of user input that you can get that's super-easy and "no big deal" so you need to ask yourself "is this worth the effort?"  It's better to talk to a few people than no people, but things like web analyitcs can give you interesting insights into what's working and what's not but the "Why?" is tough to discern but it's much more straightforward to just ask.  You can go through "If I change X, what happens?"

*'''Jon:''' One meta issue is to see where you are in the rankings.  Then there are the perception issues with respect to the site itself.  What motivates people in the non-profit world in the to be at a website in the first place?  So some sites have a very small, dedicated user base and others have a huge one. You need to ask efficacy and user base questions first.

*'''Melinda:''' Part of what you're doing is just getting general information out there that you feel people need to have exposure to people.

*'''Amanda:''' There are priority levels with various pieces of content.

*'''Jon:''' Do you have questionnaires, do people fill 'em out?

*'''Amanda:''' Good question.  We often present the same info in same ways.  Distribute info in different formats.  Secondly repurpose the same info in different ways.

*'''Jon:''' Analyze by click?

*'''Amanda:''' Yes, but one goal is to inform members and get new members.  How do I learn about people who aren't already participating.  I can't just pull things and then try to figure out if people who haven't visited before.  One way to do that is to identify your potential users and then figure out *how* to ask them.  They are not likely to volunteer info and even getting them to answer direct questions.

*'''Jon:''' It's not very personal to just have a generic questionnaire.

*'''Laura:''' Other questions?

*'''Ken:''' I think that to a certain degree one thing that hasn't been discussed is what do you do with quantitative data.  Is *that* the answer?  Sometimes it's not if you don't know your users.  You can manipulate the data and maybe reach conclusions but if we don't have a dialogue with users it's working without any direction.  What are best practices in revisiting those metrics?  What do you do when you see metrics change in response to something that you've done (e.g. re-organize a menu and see a surprising result).

*'''Laura:''' How are you using web stats?

*'''Melinda:''' I removed an in-between step, people stopped going to personal sites.  It's an extra step that I removed and yet people stopped taking that route.

*'''Ken:''' How do you react when audiences do something counter-intuitive?

*'''Brianna:''' One thing that works well is a very active blog that's separate but linked in.  We found that more people visited the blog than the website.  It was the analytics on both that made the case to move the blog to the website.

*'''Jon:''' Membership orientation?  You can maybe get folks to participate in forums?  What if you have clicks that indicate you have 1K interesting folks and you might be able to derive 50 - 75 members who will communicate via forums.  If you can identify a core group of users who care enough then they can drive the development.

*'''Spenser:''' Then maybe you create the form for recommendations.

*'''Brianna:''' We're getting comments on the blog too and lots of people get very involved there.

*'''Laura:''' In the realm of pulling out interested members.  If Gunner were here, he has a very strong idea of pulling out really interest individuals.  Finding the folks who feel very passionately who feel that the project is not well and then pulling them into your internal project team.  It's two different schools: one is where you're being the researcher in an almost ethnographic way and the other is to bring people in and get them involved in your day-to-day work.  It means you can have real deep interactions and get priorities but at the same time you're defining the project around the needs of folks who are very passionate but may not be the core user base and sometimes the bulk are hard to get info from.

*'''Debbie:''' One thing I was consider was how you negotiate between the feedback and core group and the mission of the org.  Sometimes you *want* users to see these pages but the users are not seeing it.  You have to actually *take* the opinions and use that information.  One issue that we deal with is how to meet the needs of the network and the goals of our org.

*'''Katie:''' It's scary to make yourself vulnerable to receive that feedback.  As PMs you have to go back to the focus of the goal that you've set for the project and always to manage the scope and say "That's an awesome idea but probably not for the current scope.  Save it for the next iteration."

*'''Laura:''' There's a very real tension between say selling shoes and if people are trying to buy clothes then you've got an issue.  NPOs are often attempting to sway opinion, but sometimes people are there to get info on how they can help the pollution in the local river and you're trying to convince people to stop drinking bottled water.  All you can do is weigh the transaction to make sure that the user gets something that they wanted but also make sure that what you're trying to provide is also happening.  How do you meet their goals while serving your own.  Also internally in terms of having people enter time but they just want a document!  So de.lico.us fills both needs simultaneously *really* well.

*'''Brianna:''' Getting feedback from users and stakeholders is tricky in advance -- by the time you bring them in the input can be so all over the place that it can derail where you've already gone.  How do you bring folks who are not designer-techie at an appropriate place?

*'''Melinda:''' E.g. "What is tagging?"

*'''Katie:''' I'd say when creating (I have web dev background).  we're changing our process where we collect specs &amp; having QA include user testing and we have clients sign off on what they want to have happen and so they are kinda defining the tests later on.  It's not foolproof but having that buy-in very early on in the design/dev process helps a lot.

*'''Jon:''' Is that beta testing?  Isn't there a big difference in the two audiences?

*'''Katie:''' Also user testing on back-end and that's what I'm thinking of here.

*'''Laura:''' I'd also say you've described a client-consultant model, but in an internal project making sure that folks are involved form the beginning and trying to keep everything orderly and avoid having people popping in and out in the middle which seems to cause the biggest problems.  Also documenting important decisions in a way that's understandable.

*'''Melinda:''' Establishing a framework out front including terminology might help.

*'''Debbie:''' We've got an ED who is very opinionated, we kept them out of the process &amp; we got her approval to have the design team who would be able to make the initial decisions and then she'd be brought in at the very end.  When we were down to our last three designs and it was *JUST* choosing.  We took everything off the table.  We got buy-in from day one that she'd only have feedback on certain issues and keep the choosing options small.

*'''Ken:''' How do you get the person to buy-in on that?

*'''Debbie:''' It was trust on her part to trust the team.  It was also a benefit for her because she was very limited on time.  So it can be presented as a benefit too.

*'''Ken:''' I can see that happening in other orgs where the person choosing needs to be carefully kept within the parameters.

*'''Debbie:''' It was very clear form the start of the project.

*'''Melinda:''' But the ED might have interfered with the collab.

*'''Debbie:''' You can't talk her out of everything!

*'''Jon:''' Did she need to suspend disbelief?

*'''Debbie:''' She just has lots of opinions.

*'''Jon:''' Boundary establishment.

*'''Debbie:''' It's about how you present it -- we were saving her time.  If the "client" trust you it can be very appealing.

*'''Karen:''' You thought about her needs and your needs &amp; compromised in advance too which allowed for rapid and yet careful collaborative development.

*'''Debbie:''' It was a very fast turnaround so everyone knew we needed to keep it quick as possible.

*'''Harvey:''' We've been doing websites for a long time and have had failures for one main reason which is a lack of buy-in from admins.  We can't get users interested and we're finally getting usage but had to sacrifice a lot and eventually the admins just start tossing ideas out the window but we have to do some give &amp; take with those admins.  They need to feel as though it's their project.

*'''Laura:''' So were you cutting controversial things?

*'''Harvey:''' It was all about how we were going to set it up, and because of affiliation with other company we needed to work through their system and we *had* to use their server, and that gets us stuck with the tools their giving us, but we have to in order to get buy in otherwise no one will use the tools just *we* developed!

*'''Laura:''' There's getting input form core team and the mass user base for the project and then there are internal folks who aren't *on* the team but have input nonetheless.  Other techniques to navigate this?

*'''Tom:''' Make it very clear from the get-go as a consultant who can say "We *have* to have a final decision maker who can't be overridden by admin."

*'''Laura:''' Will this work for internal projects?

*'''All:''' NO!

*'''Ken:''' I like tech committes with lots of peopl without a tech background!  Am I *really* working on things that people will use?  I think that I'm a huge fan of external consultants because the best situations have been a brokerage between the ultimate client and the external developer and the internal tech director.

*'''Tom:''' I have ruled with an iron fist and insisted on getting people to work with me a certain way.

*'''Ken:''' Yeah, that won't work for me with my internal code of ethics.

*'''Harvey:''' I'm agreeing a lot here, I *can* lock someone out and it's up to who was my boss.  I've had a new situation where I had everything set up and we were ready to go and the dept. head overrode me as PM.  And a year late being waaay over budget and timeline and they come back to me and ask why is it not working the way *you* said!  I was able to say "when I lost control of the project, this is how the scope ballooned beyond what *I* said originally!"

*'''Laura:''' End of Time.  Takeaways/AH-HA's?

*'''Katie:''' Card sorting

*'''Ken:''' Thanks to debbie the possibility that senior managers are capable of playing nice on large tech projects.

*'''Jon:''' It's too amorphous a subject.

*'''Melinda:''' I like to hear that others are trying to use statistics

*'''Debbie:''' It was inform with nothing written. (Going live June 16th)

*'''Katie:''' The resources that were thrown out there.

*'''Debbie:''' TCG is design and CivicAction is doing back-end.</text>
    <sha1>5c22b9f5dec15e2a979ae77da15522d8790509c5</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>Whirlwind Discussion of Project Management Utilities</title>
  <ns>0</ns>
  <id>198</id>
  <revision>
    <id>881</id>
    <parentid>498</parentid>
    <timestamp>2016-01-15T22:13:47Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2647" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

AH-HA
*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>51d8e04fc0bf87996b69dc847e2c4f752251df70</sha1>
  </revision>
  <revision>
    <id>882</id>
    <parentid>881</parentid>
    <timestamp>2016-01-15T22:14:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2657" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

WIDGETS (ie CoolLittleThings)
*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

'''AH-HA's:'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>c9c50ef814444561ad54cd47a91e56df54645728</sha1>
  </revision>
  <revision>
    <id>883</id>
    <parentid>882</parentid>
    <timestamp>2016-01-15T22:15:14Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2666" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

'''WIDGETS (i.e. CoolLittleThings)'''

*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.

'''AH-HA's:'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>f66eb078537b532ef237db76f12fb45f1dc5dc73</sha1>
  </revision>
  <revision>
    <id>884</id>
    <parentid>883</parentid>
    <timestamp>2016-01-15T22:15:34Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2667" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations

'''WIDGETS (i.e. CoolLittleThings)'''

*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.


'''AH-HA's:'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>b5197ff567748887e0498d963bf92cc7d560dcc6</sha1>
  </revision>
  <revision>
    <id>885</id>
    <parentid>884</parentid>
    <timestamp>2016-01-15T22:15:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2668" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

Project Management Tools:
*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.
"Given that there are so many project management tools, why do we still use Excel?"
*It's flat and easy.  "It's basically a piece of paper that does math."

Presentation Software:  Camtasia, 
"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations


'''WIDGETS (i.e. CoolLittleThings)'''

*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.


'''AH-HA's:'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>d60b60e0aa1988ea863a16d5f110bfd592685ead</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>What do I want to talk about today?</title>
  <ns>0</ns>
  <id>197</id>
  <revision>
    <id>886</id>
    <parentid>694</parentid>
    <timestamp>2016-01-15T22:16:33Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1315" xml:space="preserve">
What do you want to talk about today:

*Managing up
*Web analytics
*Microsoft project
*Cross sector collaboration
*Rapid and agile development
*Managing your managers
*Managing customizations for a product
*Evaluation, during and end of project
*Diagramming website
*Making people more comfortable with tech in the organization
*Integrating wikis in website
*Communications, managing up
*Making a non profit more project friendly
*CMS open source vs. commercial
*How to be not nice without being mean
*Making collaboration a partnership work
*Reliable places to go for technical issues
*Practical ways of salvaging an iterative trainwreck
*Managing troublesome project participants
*Alternatives tools to Basecamp
*Open source CMSs ++
*How to get customers what they really want
*Reliable resources for tech info
*When is custom worth it
*Best PM tool
*Buy vs. Rent
*How do people manage projects
*Budgeting and costing
*Article fodder
*Agile approach ++
*Controlling internal communications,  email phone calls
*What department is your webmaster in and who do they report to
*User friendly wiki PM
*Non technical people in the team
*Keep timeline when there are other responsibilities
*When is it legitimate to cut corners in PM
*Big organizations make good decisions before they are beyond the point of no return</text>
    <sha1>3cc097c2aaada3b7d17774b95b9589419286e0ac</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>195</id>
  <revision>
    <id>887</id>
    <parentid>693</parentid>
    <timestamp>2016-01-15T22:19:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11976" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

3 levels of websites: 
Brochure website
Contact MP
Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
$75-125 NGO rate.
800 to upgrade Drupal
4 year web budget under $10k

Independent contractor. $65-150. 
Baseline 5 page $1500-$5000. 
Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
Good for market. Long term contract lockin. 

Types of participants in web development: 
Platform players.
Services &amp; Vender.
Consultants

Website consultant: using Drupal, Theming
$80-150/hour. sliding scale
Branding and media strategy
$5k- $10k for branding, treatment, design

Americorps Vista. Created Website brochureware, searchable database.
$3k fee equivalent. 

C Tech
$75-100/hr
Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.
Add custom theme development. 
McWebsites up to $15,000
All Drupal. 

One new Plone shop affects hosting costs. 
Hosting rates 
Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 
Pricing is good information forces both to be honest. 
$50-100k for crazy design stuff. 
Advise clients for upgrades after 3 years. 20-30% of project budget. 
Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service. Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 

Python programmers? Not many known.
PHP programmers – some will create code for food. 

ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 

Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 
Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realise state. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 
Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 
*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 
Extra thing. Not typical client. 
-	Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k. 100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
-	- no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 
Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations. 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want roll-out. Send it to others. 

Small shops are booked. 

“Get more work than you can handle”
But not at capacity. Development on some, and further along. 
Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual worlkd enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
Includes inhouse designer and trainer. 
$95/hour for design
Hosting $40-65/month includes tech support and email. 
Custom projects start $15k. Less not viable. 
Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
Get templates and install them. 
Cost for implementation $4k-10k. do fixed costs easier for clients. 
Very little brochure ware doesn’t make sense when using a CMS system. 
Host Wordpress and the other bit. 
Mostly $6,500 add 30-40%. 
Host $50/month w/ ½ hour support. 
$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

Choices 
Fixed bid
Creeping hourly
Cap
Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 
2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 
3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
High touch strategy component – planning re audiences. 
More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

Report back: 
Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>428bf432892772a68e0f20bd7798dc70b172c0a0</sha1>
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  <revision>
    <id>888</id>
    <parentid>887</parentid>
    <timestamp>2016-01-15T22:21:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="11986" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
$75-125 NGO rate.
800 to upgrade Drupal
4 year web budget under $10k

Independent contractor. $65-150. 
Baseline 5 page $1500-$5000. 
Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
Good for market. Long term contract lockin. 

Types of participants in web development: 
Platform players.
Services &amp; Vender.
Consultants

Website consultant: using Drupal, Theming
$80-150/hour. sliding scale
Branding and media strategy
$5k- $10k for branding, treatment, design

Americorps Vista. Created Website brochureware, searchable database.
$3k fee equivalent. 

C Tech
$75-100/hr
Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.
Add custom theme development. 
McWebsites up to $15,000
All Drupal. 

One new Plone shop affects hosting costs. 
Hosting rates 
Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 
Pricing is good information forces both to be honest. 
$50-100k for crazy design stuff. 
Advise clients for upgrades after 3 years. 20-30% of project budget. 
Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service. Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 

Python programmers? Not many known.
PHP programmers – some will create code for food. 

ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 

Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 
Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realise state. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 
Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 
*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 
Extra thing. Not typical client. 
-	Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k. 100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
-	- no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 
Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations. 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want roll-out. Send it to others. 

Small shops are booked. 

“Get more work than you can handle”
But not at capacity. Development on some, and further along. 
Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual worlkd enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
Includes inhouse designer and trainer. 
$95/hour for design
Hosting $40-65/month includes tech support and email. 
Custom projects start $15k. Less not viable. 
Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
Get templates and install them. 
Cost for implementation $4k-10k. do fixed costs easier for clients. 
Very little brochure ware doesn’t make sense when using a CMS system. 
Host Wordpress and the other bit. 
Mostly $6,500 add 30-40%. 
Host $50/month w/ ½ hour support. 
$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

Choices 
Fixed bid
Creeping hourly
Cap
Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 
2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 
3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
High touch strategy component – planning re audiences. 
More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

Report back: 
Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
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  </revision>
  <revision>
    <id>889</id>
    <parentid>888</parentid>
    <timestamp>2016-01-15T22:25:30Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12070" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated

Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr

$75-125 NGO rate.

800 to upgrade Drupal

4 year web budget under $10k


Independent contractor. $65-150. 

Baseline 5 page $1500-$5000. 

Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend.
 
Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


Website consultant: using Drupal, Theming

$80-150/hour. sliding scale

Branding and media strategy

$5k- $10k for branding, treatment, design


Americorps Vista. Created Website brochureware, searchable database.

$3k fee equivalent. 


C Tech

$75-100/hr

Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.

Add custom theme development. 

McWebsites up to $15,000

All Drupal. 


One new Plone shop affects hosting costs. 

Hosting rates 

Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 

Introdynamic, portlets on the side. Custom content pull in - $7-10k. 

High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 

Pricing is good information forces both to be honest. 

$50-100k for crazy design stuff. 

Advise clients for upgrades after 3 years. 20-30% of project budget. 

Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.

Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


Python programmers? Not many known.

PHP programmers – some will create code for food. 


ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.


3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 

Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realise state. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 

Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 

Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 

Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 

Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 

Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 

Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want roll-out. Send it to others. 

Small shops are booked. 


“Get more work than you can handle”

But not at capacity. Development on some, and further along. 

Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month w/ ½ hour support. 
*$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 

2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 

3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 

High touch strategy component – planning re audiences. 

More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

'''REPORT BACK''' 

Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
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  </revision>
  <revision>
    <id>890</id>
    <parentid>889</parentid>
    <timestamp>2016-01-15T22:26:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12071" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated


Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr

$75-125 NGO rate.

800 to upgrade Drupal

4 year web budget under $10k


Independent contractor. $65-150. 

Baseline 5 page $1500-$5000. 

Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend.
 
Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


Website consultant: using Drupal, Theming

$80-150/hour. sliding scale

Branding and media strategy

$5k- $10k for branding, treatment, design


Americorps Vista. Created Website brochureware, searchable database.

$3k fee equivalent. 


C Tech

$75-100/hr

Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.

Add custom theme development. 

McWebsites up to $15,000

All Drupal. 


One new Plone shop affects hosting costs. 

Hosting rates 

Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 

Introdynamic, portlets on the side. Custom content pull in - $7-10k. 

High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 

Pricing is good information forces both to be honest. 

$50-100k for crazy design stuff. 

Advise clients for upgrades after 3 years. 20-30% of project budget. 

Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.

Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


Python programmers? Not many known.

PHP programmers – some will create code for food. 


ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.


3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 

Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realise state. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 

Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 

Help clients figure out what they need. Save them costs to website design and functionality. 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 

Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 

Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 

Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 

Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 

Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want roll-out. Send it to others. 

Small shops are booked. 


“Get more work than you can handle”

But not at capacity. Development on some, and further along. 

Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month w/ ½ hour support. 
*$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 

2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 

3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 

High touch strategy component – planning re audiences. 

More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

'''REPORT BACK''' 

Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>f390299d35319aefd7e50ab8dc588469d56d9a9b</sha1>
  </revision>
  <revision>
    <id>891</id>
    <parentid>890</parentid>
    <timestamp>2016-01-15T22:28:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12077" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated


Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr

$75-125 NGO rate.

800 to upgrade Drupal

4 year web budget under $10k


Independent contractor. $65-150. 

Baseline 5 page $1500-$5000. 

Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend.
 
Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


Website consultant: using Drupal, Theming

$80-150/hour. sliding scale

Branding and media strategy

$5k- $10k for branding, treatment, design


Americorps Vista. Created Website brochureware, searchable database.

$3k fee equivalent. 


C Tech

$75-100/hr

Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.

Add custom theme development. 

McWebsites up to $15,000

All Drupal. 


One new Plone shop affects hosting costs. 

Hosting rates 

Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 

Introdynamic, portlets on the side. Custom content pull in - $7-10k. 

High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 

Pricing is good information forces both to be honest. 

$50-100k for crazy design stuff. 

Advise clients for upgrades after 3 years. 20-30% of project budget. 

Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.

Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


Python programmers? Not many known.

PHP programmers – some will create code for food. 


ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.


3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 

Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realise state. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 

Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 

'''Help clients figure out what they need. Save them costs to website design and functionality.''' 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 

Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 

Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 

Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 

Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 

Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want roll-out. Send it to others. 

Small shops are booked. 


“Get more work than you can handle”

But not at capacity. Development on some, and further along. 

Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month w/ ½ hour support. 
*$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 

2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 

3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 

High touch strategy component – planning re audiences. 

More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

'''REPORT BACK''' 

Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>8627c53c3e127af19456304dbe947783ac8be17a</sha1>
  </revision>
  <revision>
    <id>892</id>
    <parentid>891</parentid>
    <timestamp>2016-01-15T22:29:35Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12079" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated


Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr

$75-125 NGO rate.

800 to upgrade Drupal

4 year web budget under $10k


Independent contractor. $65-150. 

Baseline 5 page $1500-$5000. 

Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend.
 
Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


Website consultant: using Drupal, Theming

$80-150/hour. sliding scale

Branding and media strategy

$5k- $10k for branding, treatment, design


Americorps Vista. Created Website brochureware, searchable database.

$3k fee equivalent. 


C Tech

$75-100/hr

Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.

Add custom theme development. 

McWebsites up to $15,000

All Drupal. 


One new Plone shop affects hosting costs. 

Hosting rates 

Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 

Introdynamic, portlets on the side. Custom content pull in - $7-10k. 

High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 

Pricing is good information forces both to be honest. 

$50-100k for crazy design stuff. 

Advise clients for upgrades after 3 years. 20-30% of project budget. 

Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 

Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.

Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


Python programmers? Not many known.

PHP programmers – some will create code for food. 


ONENW committed to Plone and drive the development and improvement of it. 

Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
Good reasons to go with Plone.


3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools.
International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. 
Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 

$9/month. 

Network Redux. Impressive servers

Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 

Paying modest fee is advisable
Nearly Freespeech = pay as you go. Good policies. 

Riseup not in groovy hosting anymore. Don’t go there without secret handshake

Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. 
$8-12/month gets enough bandwidth. 
One bottleneck for certain things – often emerges. 

Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 

Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 

Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 

Wordpress is crazy easy. 

Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don’t add-on fancy stuff. 

Bright is a higher end offering. If you can afford. 

No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 

State of the art. RSS. Pay for the theme. 

Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
Any web real estate. You want under your own domain. 

Build wordpress.com website. Can be exported. 

Have control of your internet realise state. Free stuff can go away. 

Yahoo groups got shut down when war broke out. 100k or so lost. 

Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 

Back to the gossip. 

10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
Greenaction.org
120k text on home page. Text content current, but same design. 
Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 


'''Help clients figure out what they need. Save them costs to website design and functionality.''' 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 


Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

Design in house. $5k basic. Contractors and firms to work with. 

Wordpress for blog. Drupal. Pay for facebook applications – 

Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 

Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 

Branding estimates obscene $20-50k 

Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
 
Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 

Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 

Very large drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 

Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 

$5k sites get farmed out.
 
In last 6 years NGO. Just want roll-out. Send it to others. 

Small shops are booked. 


“Get more work than you can handle”

But not at capacity. Development on some, and further along. 

Nervous about economy and the summer. After 9-11 four deals pulled off the table. 

Hopeing for after the election. 

Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

Enterprise Collaboration. Import sketch and work with their own tools. 

Risk aversion of NGO sector, people won’t go to new stuff. 

Second Life $20k. virtualize what you can’t do in real world. 

Agoglio – developed last year. 3-d in the browser. 

Metaplace new platform. Kids for cancers.

Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 
*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 

DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month w/ ½ hour support. 
*$140/hr for rush support.

Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 

$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 

Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 

2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 

3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 

High touch strategy component – planning re audiences. 

More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 

'''REPORT BACK''' 

Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>b4bfeb230845380cf2fbf37402f8e7cfa3eac9ef</sha1>
  </revision>
  <revision>
    <id>893</id>
    <parentid>892</parentid>
    <timestamp>2016-01-15T22:36:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12124" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated


*Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
*$75-125 NGO rate.
*800 to upgrade Drupal
*4 year web budget under $10k


*Independent contractor. $65-150. 
*Baseline 5 page $1500-$5000. 
*Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
*Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


*Website consultant: using Drupal, Theming
*$80-150/hour. sliding scale
*Branding and media strategy
*$5k- $10k for branding, treatment, design


*Americorps Vista. Created Website brochureware, searchable database.
*$3k fee equivalent. 


*C Tech
*$75-100/hr
*Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.
*Add custom theme development. 
*McWebsites up to $15,000
*All Drupal. 


*One new Plone shop affects hosting costs. 
*Hosting rates 
*Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
*Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
*High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 
*Pricing is good information forces both to be honest. 
*$50-100k for crazy design stuff. 
*Advise clients for upgrades after 3 years. 20-30% of project budget. 
*Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 
*Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.
*Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


*Python programmers? Not many known.
*PHP programmers – some will create code for food. 
*ONENW committed to Plone and drive the development and improvement of it. 


*Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
*Good reasons to go with Plone.


[[EXAMPLE:]] 

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools. International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


*Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 
*$9/month. 
*Network Redux. Impressive servers
*Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 
*Paying modest fee is advisable
*Nearly Freespeech = pay as you go. Good policies. 
*Riseup not in groovy hosting anymore. Don’t go there without secret handshake


Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. $8-12/month gets enough bandwidth.  One bottleneck for certain things – often emerges. 

*Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 
*Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 
*Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 
*Wordpress is crazy easy. 
*Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don't add-on fancy stuff. 
*Bright is a higher end offering. If you can afford. 
*No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 
*State of the art. RSS. Pay for the theme. 


*Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
*Any web real estate. You want under your own domain. 


*Build wordpress.com website. Can be exported. 
*Have control of your internet realise state. Free stuff can go away. 
*Yahoo groups got shut down when war broke out. 100k or so lost. 
*Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 
*Back to the gossip. 

*10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
*Greenaction.org
*120k text on home page. Text content current, but same design. 
*Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 


'''Help clients figure out what they need. Save them costs to website design and functionality.''' 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 


Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

*Design in house. $5k basic. Contractors and firms to work with. 
*Wordpress for blog. Drupal. Pay for facebook applications – 
*Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

*Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 
*Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 
*Branding estimates obscene $20-50k 
*Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
*Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
*Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
*Very large Drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
*Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 
*$5k sites get farmed out.
*In last 6 years NGO. Just want roll-out. Send it to others. 
*Small shops are booked. 


*“Get more work than you can handle”
*But not at capacity. Development on some, and further along. 
*Nervous about economy and the summer. After 9-11 four deals pulled off the table. 
*Hopeing for after the election. 


Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

*Enterprise Collaboration. Import sketch and work with their own tools. 
*Risk aversion of NGO sector, people won’t go to new stuff. 
*Second Life $20k. virtualize what you can’t do in real world. 
*Agoglio – developed last year. 3-d in the browser. 
*Metaplace new platform. Kids for cancers.


Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 

*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 


DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month with ½ hour support. 
*$140/hr for rush support.


Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 


$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 


Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

ACLU functional specs took way longer.

When you do a prototype, there's development… 

Issue with pay on launch. Better to get paid along the way. 

Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 

2 days on site 2 people. Week to write up. 80-200 hours. 

Previous billing on launch. Way not good. 

3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 

High touch strategy component – planning re audiences. 

More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 

1/3 deposit. 2/3 on launch. 

Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 

Range of meetings needed, versus design and development. 


'''REPORT BACK''' 

Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>43e3709460571dabec4d957eb29d5df5dcfa56f7</sha1>
  </revision>
  <revision>
    <id>894</id>
    <parentid>893</parentid>
    <timestamp>2016-01-15T22:38:06Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12125" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated


*Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
*$75-125 NGO rate.
*800 to upgrade Drupal
*4 year web budget under $10k


*Independent contractor. $65-150. 
*Baseline 5 page $1500-$5000. 
*Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
*Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


*Website consultant: using Drupal, Theming
*$80-150/hour. sliding scale
*Branding and media strategy
*$5k- $10k for branding, treatment, design


*Americorps Vista. Created Website brochureware, searchable database.
*$3k fee equivalent. 


*C Tech
*$75-100/hr
*Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.
*Add custom theme development. 
*McWebsites up to $15,000
*All Drupal. 


*One new Plone shop affects hosting costs. 
*Hosting rates 
*Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
*Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
*High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 
*Pricing is good information forces both to be honest. 
*$50-100k for crazy design stuff. 
*Advise clients for upgrades after 3 years. 20-30% of project budget. 
*Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 
*Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.
*Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


*Python programmers? Not many known.
*PHP programmers – some will create code for food. 
*ONENW committed to Plone and drive the development and improvement of it. 


*Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
*Good reasons to go with Plone.


[[EXAMPLE:]] 

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools. International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


*Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 
*$9/month. 
*Network Redux. Impressive servers
*Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 
*Paying modest fee is advisable
*Nearly Freespeech = pay as you go. Good policies. 
*Riseup not in groovy hosting anymore. Don’t go there without secret handshake


Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. $8-12/month gets enough bandwidth.  One bottleneck for certain things – often emerges. 

*Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 
*Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 
*Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 
*Wordpress is crazy easy. 
*Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don't add-on fancy stuff. 
*Bright is a higher end offering. If you can afford. 
*No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 
*State of the art. RSS. Pay for the theme. 


*Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
*Any web real estate. You want under your own domain. 


*Build wordpress.com website. Can be exported. 
*Have control of your internet realise state. Free stuff can go away. 
*Yahoo groups got shut down when war broke out. 100k or so lost. 
*Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 
*Back to the gossip. 

*10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
*Greenaction.org
*120k text on home page. Text content current, but same design. 
*Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 


'''Help clients figure out what they need. Save them costs to website design and functionality.''' 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use cms called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 


Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

*Design in house. $5k basic. Contractors and firms to work with. 
*Wordpress for blog. Drupal. Pay for facebook applications – 
*Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

*Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 
*Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 
*Branding estimates obscene $20-50k 
*Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
*Drupal. Technology agnostic. Hate Joomla bc restricted template parameters. 
*Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
*Very large Drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
*Built business on referrals, ie give out small jobs. Can’t go down to $80/hour. 
*$5k sites get farmed out.
*In last 6 years NGO. Just want roll-out. Send it to others. 
*Small shops are booked. 


*“Get more work than you can handle”
*But not at capacity. Development on some, and further along. 
*Nervous about economy and the summer. After 9-11 four deals pulled off the table. 
*Hopeing for after the election. 


Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

*Enterprise Collaboration. Import sketch and work with their own tools. 
*Risk aversion of NGO sector, people won’t go to new stuff. 
*Second Life $20k. virtualize what you can’t do in real world. 
*Agoglio – developed last year. 3-d in the browser. 
*Metaplace new platform. Kids for cancers.


Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla. Sliding scale. Events component $500 each, commenting, normal blogs. 

*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 


DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month with ½ hour support. 
*$140/hr for rush support.


Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 


$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 


Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

*ACLU functional specs took way longer.
*When you do a prototype, there's development… 
*Issue with pay on launch. Better to get paid along the way. 
*Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 
*2 days on site 2 people. Week to write up. 80-200 hours. 
*Previous billing on launch. Way not good. 
*3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
*High touch strategy component – planning re audiences. 
*More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 
*1/3 deposit. 2/3 on launch. 
*Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 
*Range of meetings needed, versus design and development. 


'''REPORT BACK''' 

Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>e2d8ab5aa6c0822da182d0e2967c22d66e7664e4</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:The Politics of Project Management</title>
  <ns>0</ns>
  <id>193</id>
  <revision>
    <id>895</id>
    <parentid>387</parentid>
    <timestamp>2016-01-15T22:39:02Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="860" xml:space="preserve">=== Description ===

Establishing and following good processes, selecting and effectively using appropriate tools -- these are elements of project management for which best practices exist and can be followed. But all too often, the biggest barriers to successful project delivery lie in the collection of intangible factors that fall under the broad rubric of "politics". This session will address tactics for successfully achieving stakeholder buy-in, identifying and dealing with "challenging personalities", using transparency as a leverage point, identifying and mitigating failure points, and the nuances of control dynamics in project contexts. The session will strike a balance between framing statements from the facilitator and questions and input from participants.

=== Session Notes ===

Notetaker: None

(Session Note Taker will enter notes here)</text>
    <sha1>898ccc23f8efb0cc743c0ba9577c8c74157963ed</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:The MoveOn Process for Translating Technology Visions to Reality</title>
  <ns>0</ns>
  <id>192</id>
  <revision>
    <id>896</id>
    <parentid>385</parentid>
    <timestamp>2016-01-15T22:40:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2402" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding


'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)
Plan
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs
* Specifications
   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

Other issues &lt;br&gt;
* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools
&lt;br&gt;

How to manage these projects remotely? &lt;br&gt;
* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>e3b3d28a295aadfba8ddacbae7e76ff0560d32ca</sha1>
  </revision>
  <revision>
    <id>897</id>
    <parentid>896</parentid>
    <timestamp>2016-01-15T22:41:04Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2415" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding


'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools


'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
&lt;br&gt;

Create a paper trail for every stage of the process&lt;br&gt;
Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>9ba8b4b40e81f62c86329db8ba30fac7c7b4d33e</sha1>
  </revision>
  <revision>
    <id>898</id>
    <parentid>897</parentid>
    <timestamp>2016-01-15T22:41:51Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2411" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding


'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)
Test and test and test again&lt;br&gt;
* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools


'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>aef9c22a5d96ec3c3d4f830c391560febf74d172</sha1>
  </revision>
  <revision>
    <id>899</id>
    <parentid>898</parentid>
    <timestamp>2016-01-15T22:42:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2415" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;

'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding


'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools


'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>a357e88358d976a0f066df33500a7f6dd465225d</sha1>
  </revision>
  <revision>
    <id>900</id>
    <parentid>899</parentid>
    <timestamp>2016-01-15T22:42:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2416" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;


'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding


'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools


'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>9066e951b9d66e6c0553fbf890b14b94b9eed84a</sha1>
  </revision>
  <revision>
    <id>901</id>
    <parentid>900</parentid>
    <timestamp>2016-01-15T22:43:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2415" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;


'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically

'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding


'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools


'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>a18978d4e815066385ec97adde07b5d344de7cbd</sha1>
  </revision>
  <revision>
    <id>902</id>
    <parentid>901</parentid>
    <timestamp>2016-01-15T22:43:15Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2415" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;


'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools


'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>6d0bc36b8b168eb3d1c0b75d5b95e1366ab756f4</sha1>
  </revision>
  <revision>
    <id>903</id>
    <parentid>902</parentid>
    <timestamp>2016-01-15T22:43:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2414" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;


'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don’t roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools

'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>0387000056360ff96bfcee452aed1b2d47473ba8</sha1>
  </revision>
  <revision>
    <id>904</id>
    <parentid>903</parentid>
    <timestamp>2016-01-15T22:44:11Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2412" xml:space="preserve">Like many organizations, MoveOn needs to translate the technology needs and desires expressed by their staff in the field into practical and implementable designs for software and websites.  MoveOn project manager Tanya Africa will talk through their process and lead a discussion about techniques and tips to understand and document technology needs so all involved can participate in the process.

Notetaker: Tanya

05/20/08&lt;br&gt;


'''Assumptions:'''

* Volunteer-based
* Grassroots

Start with a concept&lt;br&gt;
Look at what has been effective&lt;br&gt;
* Studies 
* Stories
* Historically


'''Nail down the plan first'''
* What is your output?
* How do you want the campaign to work
* Before you do specs/coding

'''Outline'''
* One sentence about each of the features you want in the tool
* Enables you to go to your programmers to get feedback (yes/no/need more specs)

'''Plan'''
* What should the tool be able to do/what should users be able to do with the tool?
* Timeline
* Budget
* Prioritizing functions, enforce discipline from the organizing side
   * Everything that is a priority one pushes down another priority
   * No features are free; each great feature means you don’t get something else
   * This is one of the hardest things to do, to get people to understand trade-offs

'''Specifications'''

   * Identify needs for reporting/performance measures (do you need to do statistical analysis? What kind? Etc.)

'''Test and test and test again'''

* Don't roll something out that hasn’t gone through several iterations of testing
* Programmers are good to ask in terms of where it’s likely to fail
   * Sometimes these things can’t be predicted; there will always be bugs
   * Lots of different testing groups means coming across lots of different use scenarios

'''Other issues'''

* Paranoia team
   * Think of how people might try to misuse the tool
   * Security issues
   * What needs to be protected (privacy issues, etc.)
* Define policies ahead of time, think through how people might misuse the tools

'''How to manage these projects remotely?'''

* Collaboration can be difficult remotely
* Define what your collaborators are comfortable with (tech-wise) and then tailor your use of tools to help fit that, and plan for training on those tools&lt;br&gt;
*Create a paper trail for every stage of the process&lt;br&gt;
*Have a bucket/list for ideas you can’t use (Tanya calls it “Tier 6”)&lt;br&gt;</text>
    <sha1>56b09e6e75991c2c47711a199323e7b3c2978303</sha1>
  </revision>
</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:The Art and Science of Defining Scope</title>
  <ns>0</ns>
  <id>190</id>
  <revision>
    <id>905</id>
    <parentid>690</parentid>
    <timestamp>2016-01-15T22:45:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9670" xml:space="preserve">=== Description ===

They say that one of the most common reasons for project failure is poorly defined project requirements. How do you go about defining a vision for a project, a scope, and requirements?  What's the difference between those things, anyway?  And how do you effectively communicate them to make sure everyone is on board?  
=== Session Notes ===

Notetaker: Laura

Defining and confining Scope:
Michael &amp; Eric Leland

Definition of scope, what does scope mean to you
Michael: From a vendor side - 90% of our job is to manage scope. Important to recognize that scope will always grow and to manage this growth across budget and time

Eric: Consultant side. Scope started out as a big liability. Interested to hear when scope became an opportunity. Scope increasing at a scary rate. What are the best ways to manage that?

Important to be as specific as possible up front. Make a plan for the whole project (or as much as you can). Feeling of not knowing what tools are needed to make good estimates. Want to know Ways to track time really well and being able to match it up to estimates. Want an at-a-glance look to know how close you are to estimates. Being able to deal with situations where we've agreed to go out of scope with a client when we shouldn't have and without talking about budget -- how do you deal with and move forward from these situations? Interested in defining scope. Typically, most people don't internalize what the scope is. People start a project without a real understanding of scope. Very difficult because very few people really understand a requirements document. Progressive visualizations that help people go from step to step in understanding what we're doing. Used requirements documents with vision diagrams, which takes different forms depending on medium. For a website, wireframes of a few key pages. Something that seems to encompass a collective feeling of what we want to build. Progressive meaning user flow through the website (funnel idea). 
Tying scope to understanding.

"Start up" mode. Everything is great. Everything goes into the pot. After 6 months going into "sustainable" mode. 

"Sustainable" mode being where the team has a budget and a timeline and a very detailed scope is defined. It was very painful because that was how the team had 

been operating before. It was hard to stick to the "sustainable" mode spec docs. Tradeoffs exist. Trying to keep people aware of that.

Want more experience defining scope from a developer background. Spec is for techies and developers and scope is for end users. Don't like to say no to client requests. This is the cause of my scope problems. 

'''Physiological.'''

Does scope have a fear factor? Afraid to say no? Afraid to upset the client? Afraid to lose  the client? Underestimating in the first place because afraid of sticker shock? Afraid of bait and switch? Important to battle the assumption of "they need this". A way to not say no, is to say put it in the parking lot. Define types of features early on: Must haves, wishes, and don't really needs. 

Internally, scope is a much fuzzier concept. Which can make it even scarier. It's easier as a developer / consultant to use a stick to say no.

Important to keep no saying productive and constructive. If you are going to go above and beyond, make sure you expose the real effort. Show the 

client what you doing for them. Let clients claim their own trade-offs. Be careful not to be an enabler. 
A tool to use: write down every change order. Put down official change hour without putting in hours. Make everyone aware of the amount of work that is being done.

'''Signatures are key.'''

Scoping is a nice thing to have, but there are different interpretations. Along the way the client might say this is not what I think. The question is how to interpret the scope. How detailed do you need to go? Does "three wireframes" mean three with revisions or you must choose one from the three? It is important to be flexible in your scope. Pick someone competent with good customer service. 

'''Design and scope.''' 

Break down a large design project into phases. I will give you three rounds of wireframes and the first round will be based on our conversations and you get a 
chance to look at all three and give feedback. I'll do a few more rounds and then we'll start the final design process. Several opportunities to let clients give meaningful feedback. After hitting budget, let client know and talk about wanting to revise an estimate or cut it off. Expectations managed in a written contract. Try to present three fairly different and be able to respond to elements of each that work and elements of each that don't. Have an extensive questionnaire that the clients fill out ahead of time. So have something to point to if they have changed their mind.Very difficult to deal with clients that just say "when I see it I'll know". What do you do if you miss entirely? It is really a good thing to have a project manager around to represent the developers and designers. Able to shield the actual work. Like having a manager represent a celebrity. But that depends on the specific consultants and workers. Having a schedule that you create concrete steps with some flexibility within these steps.Defining scope as a tug of war between client on one side and the vendor on the other. Clients are sometimes very aware that vendors should not just be dishing out favors and that this is a vendors livelihood. Tension is due to misunderstanding which is often caused by not sharing a common language. Important to ask the vendor when a question (especially about terms) comes up instead of asking co-workers or friends because the vendor you are working with might have a different understanding of the term or question.

Scope has a negative connotation to it. All vendors come with a story of being burned. Vendors try to control scope in order to protect themselves. You can never estimate everything. Functional changes in design is a terrible thing. Good vendors will try to do the best thing for you but also cover themselves.
Clients often fall into this idea where they want more, more, more for free on a very instinctual level and so clients need to be aware of this instinct and that it's very difficult for consultants to do that. Expectation management happening on the client side. Clients are often middle people - having to report to their bosses.
What can we do if we don't have the privileges that consultants have? Talk in terms of capacity. If we want this, how can we support this without high level expertise on staff? Managing who listen to who within an organization. A manager might see you as an expert in an area you weren't hired in. Finding a champion. Are they on my team? Expanding concept of stakeholders. Finding an internal tech team, the people who will be using it. Treat internal projects like client projects. Scope, budget, timeline. Have tools to integrate it. If there's something we're doing, but it's not a project, that's messed up. Everything is a project and everything has a scope and if not, you've got a project.

All these commitments that have been predetermined. A good example are grant and donor funded projects. A client has been given x amount to make a social networking tool. 

A red flag is that a client already has funding for this project already. Usually offer the client something when the client is in the grant application process.

Slamdunk projects are known by vendors. Sign off on this scope. It's hard for some vendors to recognize that clients might not know what slamdunk projects. If there is an educational component, raise that with your vendor. The lets them know to budget for education.

Change order process. This is what triggered that. Make sure you know your client and your client's knowledge base. Walking through scope with a client. At the end of the project (post-morteum), go back through the scope and use it as a checklist. 

Make sure you speak in terms and details that the client understands. Don't just say "write content". Clients don't know what exactly what that means. Clients meeting their deadlines late and feeling badly about that because they needs to be defined clearly.

At an agency where no one has done a scope. No one pays attention or reads it. Just ignored. 

How do you fight that? The majority of our session was about open, honest communication about their needs and expectations. It's about a relationship and a partnership. A document is useless if no one reads it or pays attention to it. Sometimes it's essential to go through page by page and make clients initial every page. It comes down to vocabulary and taxonomy. Contain the scope and scope creep isn't a bad thing, it just has an impact. 

Regular clear communication is really key. Using shared language. Not just the terms but the tools you're using. Making sure you're using the right tools for the right audience. Vision might not make sense to some people.

Visual communication might be a good tool to use. Written or verbal communication might not work for everyone.

If people don't understand the scope then you don't have one. It doesn't count. Even if technically you are right, everyone is just unhappy. If you have to pull out the signature, then you've failed. 

It's really important to invest in planning. A collaborative brainstorm where everyone gets detailed thoughts out on paper. You need to sell clients on planning. 

It's important to have a lot of consultant transparency. Clients are very loyal and love good consultants and vendors. When they do their job well, they make the client look good.</text>
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</page>
<page arvcontinue="20160115195203|859">
  <title>WestCoast2008:Techniques and Tools for Remote Collaboration</title>
  <ns>0</ns>
  <id>189</id>
  <revision>
    <id>906</id>
    <parentid>689</parentid>
    <timestamp>2016-01-15T22:47:50Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8697" xml:space="preserve">Managing or collaborating remote teams can be challenge.  We'll share best practices and software tools that help teams work happily and productively at a distance.

Notetaker: Jude

'''REMOTE COLLABORATION'''

*Teams in 3 different places team
*MAP capacity building. Accounting, legal, strategy plan 
*2 teams on different coasts
*Geographic offices
*International carbon-based projects on the ground. Distributed energy modelling. 
*Regional, national networks, communities of interest in different places
*Teams, collaborations of consultants
*Big and small groups
*Remote clients
*Funding network, international. Members
*2 locations and adding more with expansion – remote tools for staff collab and remote classrooms
*Marketing and strategy design – virtual company, and 99% remote clients, remote contractors
*Coalition of 46 orgs and 700 member groups. 
*Meet ups, conference calls
*Strong remote creative planning. 
*Idealware is virtual organization but not super large yet, but huge source of concern
*Openflows virtual organization, now have office. 2/3 clients remote
*Large volunteer projects
*Team of 35 people Social Forum
*Distance work
*Large groups and clients – show them what/how
*NGOs with specific software. Lots of remote clients and remote meetings
*Remote collaboration tools including phone. 

'''Problems &amp; challenges:''' 

*Keeping everyone on the same page. Don’t exclude those not present.
*Software installing
*Virgin control with documents – which is most current copy of document edits. 
*How to white board on the phone
*Budget for tools needed
*Get useful updates and understand status of projects 
*Confirming understanding
*Drawing out quiet members of team
*Is it an effective conversation
*How to get feedback. 
*Keeping people engaged in conversation?
*Multi-tasking prevention. 
*Creating a venue informal discussions – besides agenda meeting. 
*Create energy of interaction and good ideas creation
*Culture propagation, eg. how to bring in new people

Understanding what people’s capacity is at a given time. 

Coalition and network interactions

1. Creating a zone for cohesive team formation:

Tool: SILK is a chat client, channel for each client, plus 2 channels for general conversation about OPENFLOWS. (I’m busy today), virtual water cooler, other organizations.. did you notice this? I need help doing something. 
Good, but not quite there. Hard to get full conversations going. 

IM : chat with one another formal or informal. Conversations logged so can remember them. “Hey can you chat?” transition to phone call. Informal culture of friendliness. One-on-one, and maybe 3-way chat. Then conference calling. 

FREENODE
Silkserver
?how to keep channels separate and prevent spillover. What channel should this be on. Don’t overwhelm people on certain thing. Honor system. 
CHAT. 
OpenFlow. 

IRC and Silk similar. Silk extra security tools. Authenticity tools. Encrypted

SILC

IM = instant messaging
SILC
IRC
All 3 similar. 
1-5 in a channel for each. IRC and SILC. 
IRC more techie. But easy. 
Used by developers and not others. 

Access it through Colloquy

AOL instant messenger.

IRC gen used for many-to-many. Multiple people.
IM one-one communication. Only they are aware of the conversation. 
IRC also has private messaging. 

Who has used all of them, and why use what you do?
One reason why so many options – lack of similar identities. 
What do you want the tool to do. 

Instantaneous response. IM

Multi-protocol client (logged into multiple things at the same time). 

Inside the office. Open source jabber. 
Remote users are at a detriment. VPMing

Jabber is the protocol of choice. Tool is Pigeon. 

AOL IM (Get Active). Internal
External IRC. 
Trillium knows how to have multiple tools going on at the same time
Depends on clients and teams. 

'''Techniques:''' 

'''1.''' Skype.
 
*Time zone issues. 
*Moving technical data, dbases, documents. 
*Use Skype works 80% of the time. 
*Skype is a free world wide digitizing text/video/voice communication. Free worldwide. 
*“little good with a curl” good very good; bad atrocious. 
*Use it dynamically. Yell at one another. Up to 70 people in conversation. Some echo issues. 
*Move algorithms – type it in. 
*Email one another. 
*You can be invisible. They can shout your name even at 2:30am. 

Means of communication for different purposes. Evolved that way. 
IM is Apple stuff. 

'''2.''' Having a variety of communication tools; know that one type does not fit all people. Individual communication styles. Based on who the people are. 

'''3.''' How to schedule meetings? 

*Eg. IM arrange meetings across the country. With more clients… got an exchange server: do everything through Outlook. 

*What about international – no overlapping times. 
*No way around the bad time. Communications plan talked about in a different mode. Ideal times for most if not all. Then rotate them, so people had to participate. 

'''4.''' Filesharing. Avoid email “sneakernet”

Have data living outside you: 
Google documents, eg., universally recognizable. Data living on google servers. Upload and edit, previous version. Everyone invited. 
You can see the text of the document. Very transformative. Commenting on things. Versus Word being a nightmare. Open to the world OR problems with email addresses. Google account complicated – security. Team documents. 

Sharepoint: worlds apart in terms of complexity. User roles, security. Store and categorize documents. Share with a group. 
Sharepoint is web-based. Microsoft package. To create intranets can include group collaboration environments. Define your workspace. Version control. Integrates with MS project and all other Office. 
Eg. UC Berkeley students. Commonly used as enterprise. 
Needs server to host it. 

Central Desktop. 
Shared file area. Basic version control. 

Alternative. IM. Teams of consultants. How to include clients. Audiovisual tools – upload power point, share screen, google document. Share desktops. Lead on the call. Go through a process. Presentation tools. 

Go to meeting. Client work – handy – use client computer from remote. Log into their computer. Cost effective. For small groups and NGOs. Hire consultant can work on your desktop without expenses. Save $. 

Ready Talk. More expensive. 

Adobe product: Breeze, and there’s a 15 person user
Adobe Connect. 

Format neutral = NOT. Accept some. 

Media project. Brochures, different versions. 

Basecamp – graphic design iterations e.g. 

Code control and versioning control. Revert back to previous version. Interactive workbench? No. version number. Compare them. Manager decides. 
“format agnostic? Yes. 
SubVERsion. GIT. CBS. 

Binary files? Can’t merge. Doesn’t know about format (graphic file). 

Don’t try to have 5 people doing photoshop on same thing. 

'''5.''' Shared diagramming tool.
? drawing software re shared mockups? 
GLIFFY
To do mock ups. 

'''6.''' Status. 
Project blogs people have to post things. Not polluting email. Everyone has an account. 

'''7.''' website sharing: JumpChart – allows dynamic and collaborative wireframing. Change flow of site as it’s being developed. 

Trac has been used. 

Tools. 
Software. 
Techniques. High level. 

Be open and honest; basic communication tools. Be open. Have to say what you mean. And say things. Praise. 
Nothing replaces one-one communication. 
Every once in a while you have to get in the same room. Personal connection. Imperative. 

Personal connection: conference calls see notes and force people to vote on things. So everyone is forced to listen. Cultural – facebook page and post personal things, vacation photos. 

Encourage cultural realization and assimilation. Use Google Reader to use news. Sharing feature. Tell each other what we’re reading in the news. Says a lot. Easy to do. 

National collaboration. Creative space. Hook up regional nodes to do in-person meetings. And then everyone get on a call together after. Helps. 

'''AHA's:'''

*Communication – easier to sort out
*Collaboration – think together simultaneously – harder to tailor to everyone’s need
*IM and IRC
*Important to establish informal backchannel for office team
*Sometimes you have to meet in person. 
*Meta model. Communication – lots of ways. Collaboration on ideas is a bigger challenge. 
*Lots of opinions about which tools. Gets in the way of the higher priorities of the tools – the why of the tools. Arguments about tools masks other issues.

Other stuff:

Salesforce. 

Giftworks lives locally. $400/computer. No limits on records. Integrates with quickbooks. Mailings. Smartlists. 
Mission research.

Eric Leland.</text>
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  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>WestCoast2008:Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>179</id>
  <revision>
    <id>909</id>
    <parentid>533</parentid>
    <timestamp>2016-01-15T22:55:18Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9400" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone through. 

Not worked with Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force because not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 

'''Figured out:''' 

1. Organizational priorities re dbase uses. Overall and specifically.
 
2. Less data entry. 

3. Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 

4. Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people trough website. 

5. Import from excel spreadsheet. Import into dbase. 

6. Need to track relationships between people (Board to Foundation trustee, eg).

7. Manage regular donations, monthly recurring donations.
 
8. Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 

9. Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 

10. Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 

11. Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

'''To get ready:''' 

*Big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
*List of all the reports needed. 
*Requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailm erge. 
Browser based. 
Activity history. Log a call, mail merge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an add-on. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HA's
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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  </revision>
  <revision>
    <id>910</id>
    <parentid>909</parentid>
    <timestamp>2016-01-15T22:56:06Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9408" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone through. 

Not worked with Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force because not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 

'''Figured out:''' 

1. Organizational priorities re dbase uses. Overall and specifically.
 
2. Less data entry. 

3. Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 

4. Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people trough website. 

5. Import from excel spreadsheet. Import into dbase. 

6. Need to track relationships between people (Board to Foundation trustee, eg).

7. Manage regular donations, monthly recurring donations.
 
8. Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 

9. Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 

10. Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 

11. Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

'''To get ready:''' 

*Big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
*List of all the reports needed. 
*Requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailm erge. 
Browser based. 
Activity history. Log a call, mail merge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an add-on. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

'''AH-HA's'''

*In deployment phase. Common things. Ap Exchange to extend functionality.
*Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 
*General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
    <sha1>9e457d22e0edf5502044c4fff5e419de0ef42876</sha1>
  </revision>
  <revision>
    <id>911</id>
    <parentid>910</parentid>
    <timestamp>2016-01-15T22:56:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9406" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone through. 

Not worked with Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force because not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 

'''Figured out:''' 

1. Organizational priorities re dbase uses. Overall and specifically.
 
2. Less data entry. 

3. Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 

4. Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people trough website. 

5. Import from excel spreadsheet. Import into dbase. 

6. Need to track relationships between people (Board to Foundation trustee, eg).

7. Manage regular donations, monthly recurring donations.
 
8. Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 

9. Major donors – Don't want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 

10. Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 

11. Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

'''To get ready:''' 

*Big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
*List of all the reports needed. 
*Requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailm erge. 
Browser based. 
Activity history. Log a call, mail merge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an add-on. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

'''AH-HA's'''

*In deployment phase. Common things. Ap Exchange to extend functionality.
*Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 
*General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
    <sha1>a7a375b56e4240bf20039e5f966a1a434f9fb356</sha1>
  </revision>
  <revision>
    <id>926</id>
    <parentid>911</parentid>
    <timestamp>2016-01-15T23:22:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9407" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even tho a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone through. 

Not worked with Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force because not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 

'''Figured out:''' 

1. Organizational priorities re dbase uses. Overall and specifically.
 
2. Less data entry. 

3. Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 

4. Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people trough website. 

5. Import from excel spreadsheet. Import into dbase. 

6. Need to track relationships between people (Board to Foundation trustee, eg).

7. Manage regular donations, monthly recurring donations.
 
8. Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 

9. Major donors – Don't want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 

10. Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 

11. Enterprise level. 

?customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

'''To get ready:''' 

*Big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
*List of all the reports needed. 
*Requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mailm erge. 
Browser based. 
Activity history. Log a call, mail merge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an add-on. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

'''AH-HA's:'''

*In deployment phase. Common things. Ap Exchange to extend functionality.
*Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 
*General report back – lots of interest in Salesforce versus other things. Talking thru the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
    <sha1>122c70274bf30cfce34d5bc7328d99b6fb34dd4b</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>WestCoast2008:PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>184</id>
  <revision>
    <id>912</id>
    <parentid>687</parentid>
    <timestamp>2016-01-15T22:59:24Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2865" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 


*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


'''AH-HA's''' 
 
*Seeing your software from the perspective of managers

*The idea of a content inventory


Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal talks about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>9c0fed352b73b5680f0c6c0881a0ffb0ad55bd63</sha1>
  </revision>
  <revision>
    <id>925</id>
    <parentid>912</parentid>
    <timestamp>2016-01-15T23:20:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2866" xml:space="preserve">Notetaker: Margo

Hosted by Seth and John


'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stakeholders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

John 4 C's 


*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience?  Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


'''AH-HA's''' 
 
*Seeing your software from the perspective of managers

*The idea of a content inventory


Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal talks about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>e65ccad9abbd2d2c195692ee58828b039fcadc7b</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>Whirlwind Discussion of Project Management Utilities</title>
  <ns>0</ns>
  <id>198</id>
  <revision>
    <id>913</id>
    <parentid>885</parentid>
    <timestamp>2016-01-15T23:01:15Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2684" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.

"Given that there are so many project management tools, why do we still use Excel?"

*It's flat and easy.  "It's basically a piece of paper that does math."

'''Presentation Software:'''  
*Camtasia

"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations


'''WIDGETS (i.e. CoolLittleThings)'''

*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.


'''AH-HA's:'''

*SpongeBob Squarepants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>a1f4d47aeea5020faa9a32e3df9f1502d42f8111</sha1>
  </revision>
  <revision>
    <id>923</id>
    <parentid>913</parentid>
    <timestamp>2016-01-15T23:19:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2684" xml:space="preserve">This fast-paced session will allow participants to share the various project management utilities available, including Time Tracking, Task Management, Source Code Control, and more.

===TOOLS===

INTRODUCTION

'''4 General Task Areas'''
*Database/CRM
*Communication
*Large Scale Planning Tools
*Types of wikis

'''COMMUNICATION'''
*Chatting:  Skype, Trillian, Gaim, AIM, Skype, gchat
*Desktop Sharing:  WebX, Yugma, Copilot, VNC
*Voice:  Skype, Vonage, VOIPCheap (free calls)
**Wikis--communication among members asynchronusly
  When do wikis not work?  What happens with team members when they don't work?

*Project Management Software:  Basecamp, Central Desktop, @Task, SharePoint

'''Project Management Tools:'''

*GANTT Charts - a lot of people use MS Project but are afraid to admit it. It does provide a way of planning a project in detail, communicating the project plan and progress to clients and colleagues and then day-to-day management of the project.

"Given that there are so many project management tools, why do we still use Excel?"

*It's flat and easy.  "It's basically a piece of paper that does math."

'''Presentation Software:'''  
*Camtasia

"Why do people switch over to GoogleDocs from Word vs. switching from PowerPoint to the Google equivalent?"
EEE laptop and presentations


'''WIDGETS (i.e. CoolLittleThings)'''

*www.doodle.ch--scheduling meetings with people from external organizations software--free
*Meeting Wizard
*FoxMarks--synchronizes bookmarks on different computers on Firefox
*SurveyMonkey, Zoomerang--Technology Assessment
*GoogleApps
*The Nonprofit Soapbox


The importance of tying it all together.  Overhead elimination.

You can hook up BaseCamp to SugarCRM.


'''AH-HA's:'''

*SpongeBob SquarePants
*Tools are great but they're heavy in overhead.  Everyone should realize that tools take effort and that there is a cost to adding tools.
*Tools are no good if nobody uses them.


GoogleDocs just added some features

Google Docs gets better

* You can never be too organized. Now, with the addition of nested folders, it's even easier to keep track of your important documents. Check out the details at: http://googledocs.blogspot.com/2008/01/sub-sub-folders.html
* Thanks to a recent update, you can now print documents with headers and footers. 
Read more: http://googledocs.blogspot.com/2008/01/headers-and-footers.html
* Checked out presentations lately? If not, you may be missing a slew of new features: you can drag and drop images into slides, easily import slides from other presentations, embed a slideshow in a webpage, and more.
Here's a round-up of updates:
http://googledocs.blogspot.com/2008/01/new-features-for-2008.html</text>
    <sha1>9659aab1e7c088f60555fa719fa2fc2e0a0a6ed2</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>WestCoast2008:What Should a Web Site Cost?</title>
  <ns>0</ns>
  <id>195</id>
  <revision>
    <id>914</id>
    <parentid>894</parentid>
    <timestamp>2016-01-15T23:03:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12134" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated


*Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
*$75-125 NGO rate.
*800 to upgrade Drupal
*4 year web budget under $10k


*Independent contractor. $65-150. 
*Baseline 5 page $1500-$5000. 
*Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
*Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


*Website consultant: using Drupal, Theming
*$80-150/hour. sliding scale
*Branding and media strategy
*$5k- $10k for branding, treatment, design


*Americorps Vista. Created Website brochureware, searchable database.
*$3k fee equivalent. 


*C Tech
*$75-100/hr
*Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.
*Add custom theme development. 
*McWebsites up to $15,000
*All Drupal. 


*One new Plone shop affects hosting costs. 
*Hosting rates 
*Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
*Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
*High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 
*Pricing is good information forces both to be honest. 
*$50-100k for crazy design stuff. 
*Advise clients for upgrades after 3 years. 20-30% of project budget. 
*Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 
*Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.
*Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


*Python programmers? Not many known.
*PHP programmers – some will create code for food. 
*ONENW committed to Plone and drive the development and improvement of it. 


*Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
*Good reasons to go with Plone.


[[EXAMPLE:]] 

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools. International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


*Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 
*$9/month. 
*Network Redux. Impressive servers
*Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 
*Paying modest fee is advisable
*Nearly Freespeech = pay as you go. Good policies. 
*Riseup not in groovy hosting anymore. Don’t go there without secret handshake


Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. $8-12/month gets enough bandwidth.  One bottleneck for certain things – often emerges. 

*Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 
*Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 
*Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 
*Wordpress is crazy easy. 
*Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don't add-on fancy stuff. 
*Bright is a higher end offering. If you can afford. 
*No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 
*State of the art. RSS. Pay for the theme. 


*Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
*Any web real estate. You want under your own domain. 


*Build wordpress.com website. Can be exported. 
*Have control of your internet realise state. Free stuff can go away. 
*Yahoo groups got shut down when war broke out. 100k or so lost. 
*Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 
*Back to the gossip. 

*10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
*Greenaction.org
*120k text on home page. Text content current, but same design. 
*Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 


'''Help clients figure out what they need. Save them costs to website design and functionality.''' 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use CMS called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 


Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

*Design in house. $5k basic. Contractors and firms to work with. 
*Wordpress for blog. Drupal. Pay for facebook applications – 
*Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

*Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 
*Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 
*Branding estimates obscene $20-50k 
*Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
*Drupal. Technology agnostic. Hate Joomla! because restricted template parameters. 
*Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
*Very large Drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
*Built business on referrals, i.e. give out small jobs. Can’t go down to $80/hour. 
*$5k sites get farmed out.
*In last 6 years NGO. Just want roll-out. Send it to others. 
*Small shops are booked. 


*“Get more work than you can handle”
*But not at capacity. Development on some, and further along. 
*Nervous about economy and the summer. After 9-11 four deals pulled off the table. 
*Hopeing for after the election. 


Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

*Enterprise Collaboration. Import sketch and work with their own tools. 
*Risk aversion of NGO sector, people won’t go to new stuff. 
*Second Life $20k. virtualize what you can’t do in real world. 
*Agoglio – developed last year. 3-d in the browser. 
*Metaplace new platform. Kids for cancers.


Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla!. Sliding scale. Events component $500 each, commenting, normal blogs. 

*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 


DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month with ½ hour support. 
*$140/hr for rush support.


Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 


$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 


Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

*ACLU functional specs took way longer.
*When you do a prototype, there's development… 
*Issue with pay on launch. Better to get paid along the way. 
*Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 
*2 days on site 2 people. Week to write up. 80-200 hours. 
*Previous billing on launch. Way not good. 
*3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
*High touch strategy component – planning re audiences. 
*More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 
*1/3 deposit. 2/3 on launch. 
*Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 
*Range of meetings needed, versus design and development. 


'''REPORT BACK''' 

Share AH-HA:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>a63e74d12f150415f64117a38840c4862e86308a</sha1>
  </revision>
  <revision>
    <id>915</id>
    <parentid>914</parentid>
    <timestamp>2016-01-15T23:04:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="12136" xml:space="preserve">=== Description ===

One of the most vexing questions in any project is “What are appropriate costs for technology and labor?” This session will utilize anecdotal data and participant input to explore costing for different types of web sites, from simple “brochure-ware” sites to custom, database-backed applications and points in between.

=== Session Notes ===

Notetaker: Jude

Website Dish session go-around:

'''3 levels of websites:''' 

*Brochure website
*Contact MP
*Custom complicated


*Drupal $5k 2 years ago. Floatleft.org. $120/hr $80/hr
*$75-125 NGO rate.
*800 to upgrade Drupal
*4 year web budget under $10k


*Independent contractor. $65-150. 
*Baseline 5 page $1500-$5000. 
*Monthly fee, costly for top tier CMP. Mono Convio formerly GetActive. It’s a fundraising backend. 
*Good for market. Long term contract lockin. 


'''Types of participants in web development:''' 

*Platform players.
*Services &amp; Vender.
*Consultants


*Website consultant: using Drupal, Theming
*$80-150/hour. sliding scale
*Branding and media strategy
*$5k- $10k for branding, treatment, design


*Americorps Vista. Created Website brochureware, searchable database.
*$3k fee equivalent. 


*C Tech
*$75-100/hr
*Brochureware minimum $2k. Drupal implementation. Colors in std theme. Logo.
*Add custom theme development. 
*McWebsites up to $15,000
*All Drupal. 


*One new Plone shop affects hosting costs. 
*Hosting rates 
*Less brochureware is done. Because more demand for dynamic. $5k. Solution prices. Depending on group, apply some subsidy. Quote full price and disclose. 
*Introdynamic, portlets on the side. Custom content pull in - $7-10k. 
*High touch design, change orders, prices go up. $10-30k for major design and trade-offs. 
*Pricing is good information forces both to be honest. 
*$50-100k for crazy design stuff. 
*Advise clients for upgrades after 3 years. 20-30% of project budget. 
*Project management costs. Slam dunk clients – 10-15% of estimate. High touch clients dial up to as high as 40%. They need the support but you need to be compensated. 
*Functions of $60k level project: backend editorial interface. Design framed out. Template driven email. Daily and weekly email going out. Custom newsclipping service.
*Throw it into plone. Coalition project w/ high design. Outside creative agency. Degree of saturation on the website. Costly. Ate a lot of time. Not so much the technology. 


*Python programmers? Not many known.
*PHP programmers – some will create code for food. 
*ONENW committed to Plone and drive the development and improvement of it. 


*Worked in Drupal. Volunteer. In Seattle lots of Drupal people. 
*Good reasons to go with Plone.


[[EXAMPLE:]] 

3- tier story. Personal friends want a website $100 and dinner. Godaddy simple tools. Dislike the company. Cheap simple tools and don’t have to worry about it. 
Own website used to use Network Solutions to register domain. Cold fusion. Dreamweaver, citric server. Goodlink. Security honey pot. Cost of dreamweaver with … citric licenses. Shop stewards. $200 register two domains and basic tools. International – several sites use cold fusion millions of dollars for Locals On Line. Complex give websites to communications department. Also have Get Active spent millions of dollars. Using same products. 
Now working on new membership site for millions. Big orgs big budgets. 


*Freebe site. Now such thing as free. To Migrate domain off godaddy is a huge hassle. Very hard to unlock. Beating users to submission seems to be their strategy. 
*$9/month. 
*Network Redux. Impressive servers
*Dreamhost – free to nonprofits. Get what you pay for it. Fun screaming. Downtime. Blew away dbase and no backup. 
*Paying modest fee is advisable
*Nearly Freespeech = pay as you go. Good policies. 
*Riseup not in groovy hosting anymore. Don’t go there without secret handshake


Opensource is a favorite of Aspirations. Host requested for this conference a quick solution. Media wiki. Fully implemented in very short order. Merged and now low tech support. $8-12/month gets enough bandwidth.  One bottleneck for certain things – often emerges. 

*Sweet deal. Open source host. Wordpress site. They upgrade it. $9/month. 
*Important thing: godaddy $100/year. Bad. Million better players. Find out who is using what and copy. Ask around, and then you can ask your peers. 
*Opensource Host will install any opensource. Like Joomla as hosting account. Development phase. Play off radar first. Then move to actual website. 
*Wordpress is crazy easy. 
*Opensource host – give you choice and do all the admin. If there’s a security flaw in the program. If you have customized it’s bad. Use software as is and don't add-on fancy stuff. 
*Bright is a higher end offering. If you can afford. 
*No money. Opensource host solution is fine. Wordpress theme used. Bootstrap. Generic templatized. 
*State of the art. RSS. Pay for the theme. 


*Wordpress. Design put up log and banner. Easy. Free. Fooling around. 
*Any web real estate. You want under your own domain. 


*Build wordpress.com website. Can be exported. 
*Have control of your internet realise state. Free stuff can go away. 
*Yahoo groups got shut down when war broke out. 100k or so lost. 
*Yahoo hosting. Volume OK, but if backwater org, pay because it’s a contractual relationship. 
*Back to the gossip. 

*10 years ago website volunteer. SAD. Evolved design. Java program designer. Upgrades costs money. 
*Greenaction.org
*120k text on home page. Text content current, but same design. 
*Complex data model. Campaigns, communities, issues and interlinking. Information architecture scales. 


'''Help clients figure out what they need. Save them costs to website design and functionality.''' 

*Change Wordpress themes and org maintain
*CVCRM and Drupal. 
*Design action in Oakland. Reach &amp; Teach. Use CMS called FreeGeek. Email, print, leave comments
*High end bid $50k-$300k. membership organization. $250,000 was a cap. High outrageous cost, but it was not going to go up. Design cost. No maintenance. 


Extra thing. Not typical client. 
*Sisters client. $150/hr strategy. Good to raise rates – higher quality clients. Communications vision, define online and offline. Design and programming $7k.
 
100 pages. Home page etc. programming $2500. consulting over 3 years $15k. ongoing costs ½ salary to maintain content. $400/year for email donations. 
*no more brochure websites. 

*Design in house. $5k basic. Contractors and firms to work with. 
*Wordpress for blog. Drupal. Pay for facebook applications – 
*Launching thru facebook instead of website. Because of audience. 5k estimates. What kind of application? Sign up for powervote pledge. Feed into facebook. Regional coordinators can mobilize. Not just facebook widget but a whole application. 

*Facebook mostly young people. Do it it cheap and easy. Digital fellow - $1000/month. 
*Video and design stuff – project not hourly. Free range studio in bay area. After freelance editors do better job. $1000 for 3 minute video from 2 hours of tape. With already story defined. 
*Branding estimates obscene $20-50k 
*Consultant: web developer. 165-225 rates. Clients are small and large (ACLU). Southern poverty law center. Foundations.
*Drupal. Technology agnostic. Hate Joomla! because restricted template parameters. 
*Sweet project.. hours 400-600. do lots of 300 hours. Budget from $50k to 125k. 
*Very large Drupal site gov’t $355k – funds in planning for 100’s of hours. Who are they, info architecture. Branding design. Stakeholders many. 
*Built business on referrals, i.e. give out small jobs. Can’t go down to $80/hour. 
*$5k sites get farmed out.
*In last 6 years NGO. Just want roll-out. Send it to others. 
*Small shops are booked. 


*“Get more work than you can handle”
*But not at capacity. Development on some, and further along. 
*Nervous about economy and the summer. After 9-11 four deals pulled off the table. 
*Hopeing for after the election. 


Organization to support people with life threatening illness. Brochure ware needs to be redone. Flash on 2 pages. In house job. First it was letting people know. About her daughter and community projects. It’s now about everyone. Bring her legacy forward. Now want a CMS system. Out looking. New project launching and looking for expertise. Image integrated with dbase. For profit systems donors. In virtual world enterprise development. Usually charge $200k, but maybe do a $10-20k cost version. 

*Enterprise Collaboration. Import sketch and work with their own tools. 
*Risk aversion of NGO sector, people won’t go to new stuff. 
*Second Life $20k. virtualize what you can’t do in real world. 
*Agoglio – developed last year. 3-d in the browser. 
*Metaplace new platform. Kids for cancers.


Inst for Soc &amp; Env Justice. Paid $2.4k for design action. $3500 for whole project. On Amp platform. Brochure but ways to build up. Regular content updates. Quotes. So it doesn’t look totally dead. 

PicNet. Has platform called soapbox built off of Joomla!. Sliding scale. Events component $500 each, commenting, normal blogs. 

*Includes inhouse designer and trainer. 
*$95/hour for design
*Hosting $40-65/month includes tech support and email. 
*Custom projects start $15k. Less not viable. 
*Up to $100k. can include custom deve to your website. $140/hour design. 


DT has bunch of different ranges. Mostly on a hosted platform. All implementation is custom rather than basic set of tools. Probono clients will do design otherwise don’t for paying clients. Partner w/ Design Action and some others. $1800 -4k for design part. Inhouse hands off the parameters for design. BiroCreative design firm. 
*Get templates and install them. 
*Cost for implementation $4k-10k. do fixed costs easier for clients. 
*Very little brochure ware doesn’t make sense when using a CMS system. 
*Host Wordpress and the other bit. 
*Mostly $6,500 add 30-40%. 
*Host $50/month with ½ hour support. 
*$140/hr for rush support.


Ruby on Rails cost. Varies to spec. $120/hour. Any that’s not content platform based. Like a specific voter guide, networking. 
Distributed event system. $4k out of the box. DIA action tool with added management portal. Report backs, upload utube. Eg. Step it Up. 
Social Network application painful and problems. 


$8-15 range for web deployment. – want to get there. Doubling rates. 
Upgrade infrastructure hosting – keep it current. 


Complex architecture with complex. 

Facebook clone for $60/hu. Should have charged more. 

On firm puts hourly on pre development, and then fixed cost for the dev/ launch. 

*Choices 
*Fixed bid
*Creeping hourly
*Cap
*Specific deliverables

Clients prefer fixed bid. 

Vendor: fixed bid when know what your doing. Estimates can be risky. 
Issue with fixed bid. Scoping and planning time can get burned up. 

*ACLU functional specs took way longer.
*When you do a prototype, there's development… 
*Issue with pay on launch. Better to get paid along the way. 
*Separate out the planning phase from the development. Estimate for feature specs and consulting production because bad or no RFPs. Then estimate. Range on first part. Fixed. 
*2 days on site 2 people. Week to write up. 80-200 hours. 
*Previous billing on launch. Way not good. 
*3 easy payments. Start up fee, on approval of design. On launch. Evens out cash flow. Controls clients too. Bigger projects there are more interim invoices. Need at least payment of $10 k incoming. 
*High touch strategy component – planning re audiences. 
*More entry level stuff – site map… convert to plone… these are the $. Like commenting for an hour. 
*1/3 deposit. 2/3 on launch. 
*Every budget has “discovery reports” worth it for $10 k, if going to spend $200k on software. 
*Range of meetings needed, versus design and development. 


'''REPORT BACK''' 

Share AH-HA's:

1. Get paid for pre-production work hourly, esp for big projects. Before you start active project management. 

2. Upper cap to project cost.

3. Being a novice at getting consultants. Get full price instead of pay by the hour.</text>
    <sha1>59016e06ec2b79eb74a9ff629a21ee6b1fe2057c</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>WestCoast2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>175</id>
  <revision>
    <id>916</id>
    <parentid>677</parentid>
    <timestamp>2016-01-15T23:12:52Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7596" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

'''Eric asks''' for a go around on what our database experiences have been.

'''Eric throws out''' a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

Troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. Security is also often a huge concern because sensitive data.

'''Eric asks''' us to tells some stories about security trouble.  Tanya tells us about an experience at move on, like rate limiting access to data. Eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

'''Tom suggests''' that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

'''Eric ask''' how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how realistic their estimates are. Ian asks, how do we gauge for the unexpected, no one seems to know.

'''Melinda talks about''' the fact that people don't expect thing to be on time exactly.

'''Tanya talks about''' her hope that you will tell her rather than pretend since she might then decide to scrap that feature.

'''Tom suggests''' that prioritizing things is super important to that and being clear about what is possible.

'''Anna talks about''' her engineers want for good detailed descriptions.  

'''Eric talks about''' estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

'''Mark talks about''' good introduction planning and approaching scope as a good intro planning phase.  

'''Ian tells''' stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

'''Hanna talks about''' using the trade off, making sure that people know that features are often a trade off.  as well as identifying what is core functionality.

'''Eric suggests''' over delivery and under promise.  

'''Debbie suggests''' that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

'''Eric suggests''' a to-do list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

'''Melinda says''' a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularly can be very hard because the testers are busy.

'''Eric talks about''' ways to model the idea as a test.  Ian says you are testing the person not the code.  

'''Tom talks about''' the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

'''Hanna talks about''' making them think through all the reports, making them think about what output or report they will want early on.  

'''Tanya suggests''' that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

'''Eric asks''' us about communication styles.

'''Bergan talks about''' doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

'''Hanna suggests''' a weekly email report of what people are doing.   Catherine talks about using instant messenger or Basecamp to keep up really up to date in the moment.

'''Mike talks about''' using the application camp fire.  

'''Eric talks about''' always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

'''Tom talks about''' the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

'''Bergen suggests''' that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

'''Tanya asks''' what kinda language you would use to describe the project.   

'''Eric defines''' RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 

'''Tanya asks''' what is scope.  Tom answers that it is a very detailed description of the project. 

'''Anna talks about''' scope docs as being really detailed down to each page.

'''Mark talks about''' specs as being more about the actually technical requirements, what technical things need to happen. 

'''Eric talks about''' a spec as being rewritten by contractors and developer as a part of any process.

'''Tom says''' that scope is implementation path while spec is more a general itemized list of technical points.

'''Eric says''' know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

'''Anna talks about''' training and documentation as being an important part of ending the project.

'''Eric suggests''' that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

'''Anna talks''' about how projects never really end because people can always think of something else they might want.

'''Tom talks''' about how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

'''Eric asks''' us to talk about data migration challenges and ideas.

'''Folks talk about''' the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 
'''
Eric talks about''' data cleanup and how it's a partnership to clean the data.

'''Anna asks''' folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.
'''
Tanya suggests''' a contest to get staff to do tedious things, like giving away iPhones for uploading data</text>
    <sha1>0d7a1716b02fbb835c47a8d6bb36afa6fb75c28d</sha1>
  </revision>
  <revision>
    <id>917</id>
    <parentid>916</parentid>
    <timestamp>2016-01-15T23:13:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7596" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

'''Eric asks''' for a go around on what our database experiences have been.

'''Eric throws out''' a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

Troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. Security is also often a huge concern because sensitive data.

'''Eric asks''' us to tells some stories about security trouble.  Tanya tells us about an experience at move on, like rate limiting access to data. Eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

'''Tom suggests''' that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

'''Eric ask''' how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how realistic their estimates are. Ian asks, how do we gauge for the unexpected, no one seems to know.

'''Melinda talks about''' the fact that people don't expect thing to be on time exactly.

'''Tanya talks about''' her hope that you will tell her rather than pretend since she might then decide to scrap that feature.

'''Tom suggests''' that prioritizing things is super important to that and being clear about what is possible.

'''Anna talks about''' her engineers want for good detailed descriptions.  

'''Eric talks about''' estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

'''Mark talks about''' good introduction planning and approaching scope as a good intro planning phase.  

'''Ian tells''' stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

'''Hanna talks about''' using the trade off, making sure that people know that features are often a trade off.  as well as identifying what is core functionality.

'''Eric suggests''' over delivery and under promise.  

'''Debbie suggests''' that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

'''Eric suggests''' a to-do list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

'''Melinda says''' a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularly can be very hard because the testers are busy.

'''Eric talks about''' ways to model the idea as a test.  Ian says you are testing the person not the code.  

'''Tom talks about''' the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

'''Hanna talks about''' making them think through all the reports, making them think about what output or report they will want early on.  

'''Tanya suggests''' that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

'''Eric asks''' us about communication styles.

'''Bergan talks about''' doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

'''Hanna suggests''' a weekly email report of what people are doing.   Catherine talks about using instant messenger or Basecamp to keep up really up to date in the moment.

'''Mike talks about''' using the application camp fire.  

'''Eric talks about''' always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

'''Tom talks about''' the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

'''Bergen suggests''' that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

'''Tanya asks''' what kinda language you would use to describe the project.   

'''Eric defines''' RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 

'''Tanya asks''' what is scope.  Tom answers that it is a very detailed description of the project. 

'''Anna talks about''' scope docs as being really detailed down to each page.

'''Mark talks about''' specs as being more about the actually technical requirements, what technical things need to happen. 

'''Eric talks about''' a spec as being rewritten by contractors and developer as a part of any process.

'''Tom says''' that scope is implementation path while spec is more a general itemized list of technical points.

'''Eric says''' know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

'''Anna talks about''' training and documentation as being an important part of ending the project.

'''Eric suggests''' that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

'''Anna talks about''' how projects never really end because people can always think of something else they might want.

'''Tom talks about''' how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

'''Eric asks''' us to talk about data migration challenges and ideas.

'''Folks talk about''' the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 
'''
Eric talks about''' data cleanup and how it's a partnership to clean the data.

'''Anna asks''' folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.
'''
Tanya suggests''' a contest to get staff to do tedious things, like giving away iPhones for uploading data</text>
    <sha1>a4fe5f3ea8fb8ac256bf9d0181bd8cdc264ca569</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>68</id>
  <revision>
    <id>918</id>
    <parentid>594</parentid>
    <timestamp>2016-01-15T23:14:23Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7596" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

Notetaker: Margot

'''Eric asks''' for a go around on what our database experiences have been.

'''Eric throws out''' a definition of what a custom database is and checks to see if we agree that managing these is difficult. 

Troubles are things like staff turnover or loss of a long term maintainer, pressure and expectations are really high, the idea it can do anything.  Data growth and loss of perspective on what's really in the databases. Security is also often a huge concern because sensitive data.

'''Eric asks''' us to tells some stories about security trouble.  Tanya tells us about an experience at move on, like rate limiting access to data. Eric talks about the scope being so broad, struggles to keep folks from just giving you an open ended idea of security.

'''Tom suggests''' that user stories and use cases are really useful for inferring security levels and use goals.  Eric adds to that he often brings them into a group to identify how often that people are using the same information but think of it as different.  

'''Eric ask''' how we estimate scope of the project, Anna talks about her experience working with developers over a long time give you perspective on how realistic their estimates are. Ian asks, how do we gauge for the unexpected, no one seems to know.

'''Melinda talks about''' the fact that people don't expect thing to be on time exactly.

'''Tanya talks about''' her hope that you will tell her rather than pretend since she might then decide to scrap that feature.

'''Tom suggests''' that prioritizing things is super important to that and being clear about what is possible.

'''Anna talks about''' her engineers want for good detailed descriptions.  

'''Eric talks about''' estimations and the ball park with a motivator to go through a good spec because "we think we can get the cost down to x with good spec'ing"

'''Mark talks about''' good introduction planning and approaching scope as a good intro planning phase.  

'''Ian tells''' stories about, how quickly you can be sucked into trying to do everything when you are working with people with big idea's.

'''Hanna talks about''' using the trade off, making sure that people know that features are often a trade off.  as well as identifying what is core functionality.

'''Eric suggests''' over delivery and under promise.  

'''Debbie suggests''' that bringing in developers to a meeting sometimes gets you a little more realistic expectation from visionary leaders.  

'''Eric suggests''' a to-do list as a just a good model for keeping the scope clear, ask about peoples experiences using some other ideas for keeping long projects in scope.

Eric if you are a user who understand the technical side of things it will help you a lot more when you get into the testing phase.  Eric, asks when do we get into the testing phase, many folks talk about doing testing earlier.  

'''Melinda says''' a lot of the ideas for testing through the project could be very expensive. Hanna suggests that checking in can be time consuming and so getting feedback regularly can be very hard because the testers are busy.

'''Eric talks about''' ways to model the idea as a test.  Ian says you are testing the person not the code.  

'''Tom talks about''' the big picture being really important for clients to see the big picture so that they will get an idea of what have been missed.

'''Hanna talks about''' making them think through all the reports, making them think about what output or report they will want early on.  

'''Tanya suggests''' that they often forget about the reports until after the data has been collected.  Eric talks about a pivot table in access as a three-d mix and match.  

'''Eric asks''' us about communication styles.

'''Bergan talks about''' doing interview after interview and gets people together and really gets them to flush out what people really want and to keep them abreast of what they can and can't have.

'''Hanna suggests''' a weekly email report of what people are doing.   Catherine talks about using instant messenger or Basecamp to keep up really up to date in the moment.

'''Mike talks about''' using the application camp fire.  

'''Eric talks about''' always using a follow up email after any phone conversation that summarizes the details of the discussion and to do a regular checkin over the scope/spec/contract document.

'''Tom talks about''' the fact that often simple verbal agreements often change the original RFP alot by the end, this keeps clients happy and give them a product they are happy with an use.

'''Bergen suggests''' that you should add to the RFP rather than verbal agreements. some folks suggest that there is usually a simpler paper trail.  

'''Tanya asks''' what kinda language you would use to describe the project.   

'''Eric defines''' RFP (request for proposal), RFQ (request for quote), RFI (request for information).  He suggests that you be really clear in an RFP about what the basic challengers are and what format you want to see the response.  He also says that in response to the RFP you should include the scope creation as a part of the quote.  Others talk about keeping that range in the doc as a good way to keep the client aware that creating scope will be what effects 

'''Tanya asks''' what is scope.  Tom answers that it is a very detailed description of the project. 

'''Anna talks about''' scope docs as being really detailed down to each page.

'''Mark talks about''' specs as being more about the actually technical requirements, what technical things need to happen. 

'''Eric talks about''' a spec as being rewritten by contractors and developer as a part of any process.

'''Tom says''' that scope is implementation path while spec is more a general itemized list of technical points.

'''Eric says''' know your audience and asks us about how we say a project is done?  Bergen talks about doing versions as important to keeping features from creeping into the path.  

'''Anna talks about''' training and documentation as being an important part of ending the project.

'''Eric suggests''' that we talk about the end date or launch date about half way through the project and suggests bringing in someone who has the budget in mind to basically say ok the project is done and is over or under budget.

'''Anna talks about''' how projects never really end because people can always think of something else they might want.

'''Tom talks about''' how sometimes clients don't realize that the time we set aside for them in the production pipeline is gone and you have to put them off.

'''Eric asks''' us to talk about data migration challenges and ideas.

'''Folks talk about''' the use of a little sample data early to get things up and running and give the client something to see what that data is really gonna get moved and where. 
'''
Eric talks about''' data cleanup and how it's a partnership to clean the data.

'''Anna asks''' folks for any kinda data checking and cleaning ideas folks have had for getting people to go clean their data up.
'''
Tanya suggests''' a contest to get staff to do tedious things, like giving away iPhones for uploading data</text>
    <sha1>a4fe5f3ea8fb8ac256bf9d0181bd8cdc264ca569</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>NewYork2008:Managing Custom Database Projects</title>
  <ns>0</ns>
  <id>104</id>
  <revision>
    <id>919</id>
    <parentid>754</parentid>
    <timestamp>2016-01-15T23:14:54Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2922" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.

Jim: Databases I created are for a specific purpose, Aim to make it as flexible as possible

Norman: Some applications you expect to customise to certain degree

Michelle: There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough.

Jim: A lot depends on who the customer is.

Colin: Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis.

Rachel: Sometimes not possible

Michelle: Support + maintenance issues

Gabrielle: Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit. 
  
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different. Bespoke: You get to the point where you cannot go back. Before you do that, see what is available; Need: Advice about linking various applications 

Michelle: A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is "Have you got an open Apr, and how much does it cost? What do you use?" PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

'''AH-HA's'''

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>be403e75a0bb69d876e84117f5e29158ba8be0da</sha1>
  </revision>
  <revision>
    <id>920</id>
    <parentid>919</parentid>
    <timestamp>2016-01-15T23:15:08Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2923" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

Participants:
Michelle
Norman Rees
Rachel
Hannah – pm for custom database
Colin Harrison 


Michelle:  Unique differences between bespoke and off the shelf.

Jim: Databases I created are for a specific purpose, Aim to make it as flexible as possible

Norman: Some applications you expect to customise to certain degree

Michelle: There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough.

Jim: A lot depends on who the customer is.

Colin: Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis.

Rachel: Sometimes not possible

Michelle: Support + maintenance issues

Gabrielle: Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit. 
  
Nicholas Carr: end of IT departments? The skills for web-based apps are quite  different. Bespoke: You get to the point where you cannot go back. Before you do that, see what is available; Need: Advice about linking various applications 

Michelle: A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is "Have you got an open Apr, and how much does it cost? What do you use?" PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

'''AH-HA's:'''

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>ac0023df422e93690aca5c9884113f4ffaf0d748</sha1>
  </revision>
  <revision>
    <id>921</id>
    <parentid>920</parentid>
    <timestamp>2016-01-15T23:16:31Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3001" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.

'''Participants:'''

*Michelle
*Norman Rees
*Rachel
*Hannah – pm for custom database
*Colin Harrison 


'''Michelle:'''  Unique differences between bespoke and off the shelf.

'''Jim:''' Databases I created are for a specific purpose, Aim to make it as flexible as possible

'''Norman:''' Some applications you expect to customise to certain degree

'''Michelle:''' There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough.

'''Jim:''' A lot depends on who the customer is.

'''Colin:''' Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis.

'''Rachel:''' Sometimes not possible

'''Michelle:''' Support + maintenance issues

'''Gabrielle:''' Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit. 
  
'''Nicholas Carr:''' end of IT departments? The skills for web-based apps are quite  different. Bespoke: You get to the point where you cannot go back. Before you do that, see what is available; Need: Advice about linking various applications 

'''Michelle:''' A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is "Have you got an open Apr, and how much does it cost? What do you use?" PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

'''AH-HA's:'''

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>a1baa268e5b537a4a0e489edce9d24631da23171</sha1>
  </revision>
  <revision>
    <id>922</id>
    <parentid>921</parentid>
    <timestamp>2016-01-15T23:17:10Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3002" xml:space="preserve">=== Description ===

Designing and implementing custom developed database projects is one of the most difficult kinds of technology projects that one can do. How can you make this process a dream instead of a nightmare? How can you make get the information from stakeholders, work with vendors, train staff, and make the process move smoothly and on schedule? We'll share experiences, ideas and best practices.

=== Session Notes ===

(Session Note Taker will enter notes here)
Databases

Will participants please add their names to the comments.


'''Participants:'''

*Michelle
*Norman Rees
*Rachel
*Hannah – pm for custom database
*Colin Harrison 


'''Michelle:'''  Unique differences between bespoke and off the shelf.

'''Jim:''' Databases I created are for a specific purpose, Aim to make it as flexible as possible

'''Norman:''' Some applications you expect to customise to certain degree

'''Michelle:''' There are problems that nobody has tackled. Goal of funder to be moving in the direction of delivering these services. Significant problems with data management. Nothing out there that was specific enough. They need to be scalable and customisable. Build into consideration who could see what. Not sure it’s flexible enough.

'''Jim:''' A lot depends on who the customer is.

'''Colin:''' Sometimes the answer is a training issue e.g. taking stuff out of Access and put it into Excel’ to perform statistical analysis.

'''Rachel:''' Sometimes not possible

'''Michelle:''' Support + maintenance issues

'''Gabrielle:''' Will there be more users who know how to use tools such as Excel. You can use Excel to create cool images of your data. Demo graphics of users makes a lot of difference. Had to create another dept. Salesforce is complicated Now have 2 staff supporting salesforce. Very powerful. Happy to link it to other software.	 App exchange platform. Hundreds if not thousands of apps available. Up to 10 licences free if you are a non-profit. 
  
'''Nicholas Carr:''' end of IT departments? The skills for web-based apps are quite  different. Bespoke: You get to the point where you cannot go back. Before you do that, see what is available; Need: Advice about linking various applications 

'''Michelle:''' A lot of software is being developed in an open way. Look at APIs. What is new is that companies hare developed them for non profits. Sometimes they can be difficult. Question to ask is "Have you got an open Apr, and how much does it cost? What do you use?" PERL, Java , php ,co_ fusion, Ruby, ms.net. Ruby will be huge, as it allows rapid development of applications by having standard modules off the shelf.

'''AH-HA's:'''

1.	Differences between going with a package and  bespoke systems&lt;br&gt;
2.	Concept of a hybrid model&lt;br&gt;
3.	Before you think about the technology – what is the detailed information and processes that you need.&lt;br&gt;
4.	Documentation is extremely important. You can use a Wiki effectively to do this. Track-combination bug tracker and  wiki.</text>
    <sha1>e53a79d446eba440ac8a06f594e0c9346dcbb137</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>WestCoast2008:Software and Services: Deciding When to Use Free, When to Pay, and When to Do It Yourself</title>
  <ns>0</ns>
  <id>188</id>
  <revision>
    <id>924</id>
    <parentid>907</parentid>
    <timestamp>2016-01-15T23:20:21Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8678" xml:space="preserve">=== Description ===

Looking at getting a new Constituent Relationship Management system, Email system, Internal Knowledge Management System (Wiki), or externally facing Content Management System? With the proliferation of "free" (i.e. ad-supported) and commercial online hosted services, as well as open source Do-It-Yourself alternatives, the array of technology and vendor choices can be dizzying. We will look at the advantages and disadvantages of each approach, and talk about criteria that can be helpful in evaluating the alternatives, from whether you need to know if the FBI gets a copy of your membership list to what kind of technical expertise you have on staff. 

=== Session Notes ===

Notetaker: Jude

Tim facilitating: 

DIY
Why spend funds on software development. Freeware options
Commercial

'''Evaluation:''' 

Free hosted CMS: 
*Build simple website on Google Sites

Criteria [c]-1: How broad and how big is website? 
Add fundraise and tell thousands of supported, updated on daily basis. 
c-2: How much functionality? 

DIY Open Source plus Custom

Ads on the site? What’s tolerance of constituents. Internal users. 
Google aps has ads. Can turn off the adds on the educational version. 

Word press – free hosting simple website. Complicated. Downloadable service. Wordpress.com and wordpress.?

c-3 Sensitivity to ads

c-4: willingness or ability to update etc. 

Drupal – maintain updates and update content. – new business. 

Civic space CRM and CMS updates and hosting. 

c-5

[[Example:]]

Exchange server versus Google apps for email etc. had an exchange server crash; maybe need to have staff to maintain.switch to google for domain. So easy. No training. Administer google. Free hosted. 

Small organizations. Example: Easier to manage internal versus external people they talk to. MS small business server with google accounts. 2 versions simultaneously. Reference internal and external. Security reasons. Exchange for internal. 

Google accounts. Gmail. Can use own domain and they will host it. Pay them to manage their domain. Free for NGO. Ask for as many users. Have to have 501c3. 
Gmail for student email boxes – university students. But not faculty and staff. 

Outlook with google. Timeout. 
Gmail, and popup thru outlook, so don’t see the ads. 

Google is insecure. 

Privacy issues. Google has all info that goes through your information. Godaddy already is breached by the feds? Google’s ability to pick out certain things. Godaddy probably can’t  pull out data as effectively. 
Google cross reference, what websites they have searched, etc. 

Personal and organizational sensitivity. 

Tim not comfortable with google having all his data. 

'''Case Management: Client Tracking Software.''' 

[[Example:]] Using ETO is a hosted solution. Dianna works for them, and Spencer is one of the customer. No other sol’ns that’s free. Has to do with privacy. 
Track: clients, demographics, assessments, outcomes. Efforts w/ clients. Human services data. Very confidential and secure. 
Not as wide of a market, so not as many free products. Case management is very specific. Very intensive. 
Exists in regulatory framework? 
Pay for, but has to be customized. 
Low cost for non-profits. 

*Has it been tested? 
*Has gotten a lot of use
*Tech support
*Longevity

Hard to have everything met from off-the-shelf. 

If you can put too much stuff in it. Fit into the software. To improve how you do business. 

Free is wonderful. But if all software is free, how to help one another out. NGO tech infrastructure. 


'''Free software on TechSoup?''' 

Salesforce free platform but spent a lot of funding. 

CMS world. Healthy 

Drupal, Joomla!, Plone are the top 3 healthy open source. Why would anyone want to pay. 

1. Learning curve? 

2. Hear about them

3. Have to find out on your own?
 
4. Supplying credible information? 

5. Time is money 

6. Who’s doing the investigative job? 

My SQL or small Oracle – small dbase. 
No support. Or if upgrade, not easy. 

Get dependent on certain module that’s obsolete. 

SQL light. Still have to do programming. Filemaker traditional flat file. 
Access. 

*Googlesites does not have database as part. 
*Access can’t handle users. 
*Online free dbase product: not organizers collective. 
*SQLbase costs $$
*Another one xxxbase

Used to be lots of low end dbases before access. 

Tool. Design something on the tool. 

My SQL wonderful dbase. Lots of work. Sample dbases. Have to know what you’re doing. 

FreeWare – careful when you download. Never download to production server. 

Online services. Flicker. But still use own galleries. 

Use event.db ? consumer base event management system. 
Website calendar, . 

Evite is ugly. 

How do we decide? What’s the spectrum? 

NGOs use Evite. 

If there is a tool that you can import your brand. Build more professional image. 
No time to be flickering and twittering… 
So need info that use the tools. 

'''What’s your risk?''' 

Permanent loss of data. If tool is cumbersome or time-consuming. Data, security, 
Major issue is investment of time. 

On it’s way of Salesforce. Do they have a strategy. Make sure that you have a way of backing it up. Offline version of Salesforce. Replicate. That is the case with any online systems. 

Openofficebase = flat dbase

On-line versus at the office. Someone else is doing infrastructure. Take their word for the security. 

Export individual files. 
Second on line storage. 

[[Example:]] Contara site. Hard to deal with. No backup. 

Use Amazon 200/year for 100 gigs. Hae to encrypt and use jungle disc. 

Support. Have a vendor. What if google screws up? They lost some emails. What’s your recourse. 
Open source – what’s the vulnerability in a module. Website hosted in google or yahoo. 

Layers and layers. 

Talking around a lot of issues. 

1. Control: how much do you have and how much do you want to give up. (eg Evite ads, and no control)

2. Features and your ability to control the features. 

3. Scalability: how complex (small and straightforward; website with 1500 pages huge. 

4. Security, privacy, legal and politics. (hospitals and universities often need direct relationship with vendor)

Rules and regulations. Research institute UCB. Can’t allow access. Invented Unix. 


'''What does it really cost you?''' 

*Training
*How easy to use
*To get it running, adjusted
*Cost of software.. not that big a factor. 

[[Social solutions:]] consult with client – make sure it’s set up properly. May fumble how to use it. How to make the most of the functionality? 

Major dbase. For example, Unionware major dbase. All they do. Update it all the time. Help desk. Saves money in the long run because people are productive with it. Other unions are also using it, so talk about it at gatherings. Gets better each year. 

Key point: what’s the vision for the product. Is there a roadmap? 
Open Source is kinda organic. 
No insurance if someone is going to stay with it/ 

Good vendors will make it part of their selling. Where the market is heading. Using social networks with fundraising. Hear diff pitches make more sense. Find someone who gets it. 
Community makes a big difference in vendor context and open source context. Influence direction and have ways to interact. Annual user conference and learn from clients. Increases the value to you if it has a community. 

Rich Open Source “ecosystem” in some cases 

EG used to program in Oracle. 2 gigs of data. Full version. Now Oracle has tools bc they let geeks play with it and develop stuff. SalesForce has copied them. Product company to a platform company. Great position as vendor. And customer with extra value. 

What consumer products. 

*Popmail. 
*Godaddy
*Exchange server. 

MS has e-open donation program. Get grant for software. Techsoup manages it. Microsoft approves them. 
SharePoint part of projects. On a MS server. Hosted version. Sweet never down never usage problems. 
Quickbooks on line. Server version created work. Just back it up. 
Mail. Webhost. 

Content management system. Salesforce. Won’t integrate with website. 
Events for example cross functionality. Manage contacts. 

SCIU. 
All specialized vendor tools. IT director is a consultant. 

Wrap up: 

'''AH-HA's:'''
 
Joe: choice of the solution. Commitment to the solution doesn’t end with the choice. So much you have to do afterwards. 

Whole thing is an AH-HA. Free, web-based. Have to do the research, including the future. 

So many different ways to do Control. Infrastructure. Someone is doing infrastructure. 

'''Report back:'''

*Infrastructure. 
*Backup and security.
*Commitment long term.</text>
    <sha1>310557f0411b60bf1f48ec06f5b6d57c2b57a733</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>NewYork2008:Managing Consultants and Dealing with Vendors</title>
  <ns>0</ns>
  <id>103</id>
  <revision>
    <id>927</id>
    <parentid>749</parentid>
    <timestamp>2016-01-15T23:24:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4829" xml:space="preserve">=== Description ===

This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.

=== Session Notes ===

Vendor and Consultant Relationship Management Breakout - Jeremy &amp; Michelle facilitating


What do organizations look for in vendors?

*A good product

*Match between vendor core competencies and organization needs

*Some personality match between vendor/consultant and organization

*Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies

*Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants

*Keep a professional relationship with a clear, well-stated contract

*Vendors need to show the same accountability to non-profits as they do with their other clients

*Service level agreements well-defined - on paper

*Web-content ownership defined

*Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality

*Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit

*Emotional connection between vendor/consultant and organization can cause problems in projects

*Need to have a comfortable working relationship for successful project completion

*Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees

*It is more efficient to work with fewer consultants/vendors for problem resolution and project success

*Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract

*Avoid vendor lock-in when possible

*Organizational empowerment

*Vendors like to maintain dependence

*Demand that vendors educate you on the technical set-up in your environment so you can change vendors if necessary

*Make sure you have an exit strategy if the vendor/consultant relationship does not work out

*If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails

*Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement

*It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help

*Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract

*Authentic communication between organization &amp; vendor/consultant - communication channels defined up front

*Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum


Where do organizations look for vendors?

*Vendor selection - research vendors online, word of mouth with similar organizations

*RFP needs to be as specific as possible with requirements and schedule

*Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you

*TechFinder website - vendors/consultants advertise services

*TechSoup.org - good site with example RFPs and vendors that would be good

*Consultant Comments website - not a lot of information now, but may have good information in the future


What happens when a vendor relationship goes bad?

*Communication - tell the vendor early in the process that you are not happy with their services

*Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation

*If the vendor is defensive and not willing to work with you ---&gt; good idea to look for a new vendor

*Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue

*Create a schedule of expectations for the vendor to meet and withhold payment if legally possible

*Batch small customizations into one large request with a higher dollar amount to get a vendor's attention

*Face to face meetings help a lot when there are large issues to address

*Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working


The decision to go with a small vendor or large vendor?

*Understand your needs now and how they will grow to ensure you vendor can handle them

*Smaller agencies will provide more personal service but not always the best response


'''AH-HA's:''' 

*Communication with the vendor - single point of contact, well defined channels
*Find a vendor whose core competency aligns with your core needs
*Write a good contract to enforce requirements with a good exit strategy</text>
    <sha1>3853b28aa022c34bc19f1fef84a19a7c59e40cff</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>WestCoast2008:Implementing an Existing Database Software or Service</title>
  <ns>0</ns>
  <id>171</id>
  <revision>
    <id>928</id>
    <parentid>871</parentid>
    <timestamp>2016-01-15T23:25:39Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6520" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing

1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.


It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.


==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1. One dedicated internal project manager. Making decisions. 

2. PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 

3. It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>b163861d6082c58703136e70142b3e85d379e1e7</sha1>
  </revision>
  <revision>
    <id>929</id>
    <parentid>928</parentid>
    <timestamp>2016-01-15T23:26:03Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6519" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.

*Steps of choosing

1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.


It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.

==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1. One dedicated internal project manager. Making decisions. 

2. PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 

3. It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>01be9012c6d29ab2b6277b8f98cece5f0a11c15a</sha1>
  </revision>
  <revision>
    <id>930</id>
    <parentid>929</parentid>
    <timestamp>2016-01-15T23:26:48Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6526" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.


'''Steps of choosing'''


1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.


It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.

==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1. One dedicated internal project manager. Making decisions. 

2. PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 

3. It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>d2ddf56e08efc7a13631806a1c242ca1fd877923</sha1>
  </revision>
  <revision>
    <id>931</id>
    <parentid>930</parentid>
    <timestamp>2016-01-15T23:27:12Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6525" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning*
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data*
* Having a good plan for freezing data

*"Going back"*
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.


'''Steps of choosing'''

1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.


It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.

==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1. One dedicated internal project manager. Making decisions. 

2. PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 

3. It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>f182e3b08c876cdfea5e3b50eb7d6d586a717535</sha1>
  </revision>
  <revision>
    <id>933</id>
    <parentid>931</parentid>
    <timestamp>2016-01-15T23:33:41Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6522" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in*
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*"Going back"
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.


'''Steps of choosing'''

1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.


It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.

==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1. One dedicated internal project manager. Making decisions. 

2. PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 

3. It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>26ce64a24f12c792908fd61de12698915b118bf3</sha1>
  </revision>
  <revision>
    <id>934</id>
    <parentid>933</parentid>
    <timestamp>2016-01-15T23:33:53Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6521" xml:space="preserve">=== Description ===

There are a lot of database applications that exist, both out-of-the-box installations, and SaaS (Software as a Service) applications that organizations use over the web. How do you manage an implementation of a database product or service? How do you get get the feedback and input from important stakeholders, work with the vendor, get people trained, and make sure it all happens well before that essential year end report is due? We'll share experiences, ideas and best practices.

=== Session Notes ===

==Intro==
Everyone introduces themselves.

Robert, independent strategy consultant. Helps clients choose new software, deciding on how get data in and out of systems. Got a start cleaning up a donor database. I no longer do it anymore because implementations can take years.

Planning and implementation are very different tasks. As a consultant you really need to be a speciality in one product (Salesforce, CiviCRM, etc.) in order to effectively implement a system, whereas a consultant can really help an organization choose. The consultant has then already dealt with the issues that are going to come up, decisions that have to be made, and not having to learn a system at the same time.

The most successful implementations have a dedicated internal project manager. It can work with consultants for small projects, but you can't outsource your decision making. The project manager has to be able to dedicate as much time as possible to the implementation of the database.

It's important to get everyone's input to building a system. You need the fundraisers to say what they need, what reports does the board need, how easy is it to make changes?

Ongoing training and support after the project is complete. The software isn't frozen in time when you go live. 

*User buy-in
Get everyone who will use the system after you go live will be excited to use it. The people who will benefit from the system should be your supporters and advocates.

Having a commitment from the ED on down. It's important that the project manager has full support of the organization.

==Successful implementation projects==
*Planning
* Define functionality needs

*Dedicated project manager*
* Have one person to deal with on the clients side
* Once a project goes off schedule it's really hard to get back on schedule
* Block out the same time every week to check in on the process

*Data
* Having a good plan for freezing data

*"Going back"
* Sometimes it's ok to go back to Excel

==Choosing a platform==
The synthesis that are out there are not sufficient to really choose.

Are the packages relational? Integration with newsletter, calendar, website, etc. Especially for small non-profits, because start-up money is difficult to find. You need the donors to give you money but you can't get them to donate without targeting them with the database.


'''Steps of choosing'''

1. Needs assessment

2. What are your top priorities?

3. What are the deal-breakers? (If it cant' do this one thing we can't use it)

4. Identify vendors

5. Somehow reduce it to a small pool of vendors, ideally to three. An RFP (request for proposal) is the most common way to do it.

6. Software demos. Get the vendors to demonstrate the needs that you've identified.

7. Usability testing. Make sure you like how it accomplishes the requirements.

8. Site visits. Go see the software in action, other clients of the vendors

9. Pick one.


It's difficult to just see what else is out there. Even site visits don't necessarily turn up positive feedback.

==What's Out There==
Filemaker is working. But is there others out there. There is also a donor plugin for Filemaker, it's free if you join their online community.

Ebase has gone through a number of owners but has been let go. 

Idealware has a number of lists of donor databases. But the feedback is minimal.

Giftworks (Mission Research). $400 per computer and there are no real limits. It integrates with Quickbooks. It doesn't have a built in online module but you can import online donations. Lots of beautiful reporting.

Citysoft. Geared towards municipalities. Online association management. Not all that strong on donor management, but better with member management and communications.

Hosted Services:
* Neon (Z2 systems)
** Kind of scrappy, it's fairly new. But great technical support
* DonorPro (Tower Care)
* Telosa will host their database for you (Exceed!)
* E-Tapestry
* Salesforce

Eric Leland runs a workshop about implementing inexpensive donor databases.

==A few other notes==
A few Other notes by Jude:
As a consultant – better to be a specialist in a particular project. 
Salesforce
Net community
Razor’s Edge (more expensive; clients have in house tech people)
Giftworks. 
Conversions from access and excel.
Etc

Niche: fundraising, case management. 
Firms do more than one. 
Separate planning from implementation. 

Implementation – specialist in one product. decisions.
Versus earning product, landmines, 

Help the client do the testing – interpretation back to the software person. 
Go-between. Translation role. 
Generalist trouble shooter role. 

1. One dedicated internal project manager. Making decisions. 

2. PM has to dedicate as much time to project as possible. Urgent, deadline driven. DDbase take a lot of time/energy. Staff relief. Allocate the resources. 

3. It takes a village. Not 

'''ADD TO NOTES:'''
 
[[Colin:]] 

'''What'''
 
*Have a better understanding of the system your using. 
*Understand the pitfalls that come up. 


'''CVSRM in Drupal?'''

*Moving target
*Compiling different access database. 
*Needed static (versus active) dbases to work with. 
*Thinking thru comprehensive process of what to freeze and what to let stay active.
*Conversion – getting a full copy of data to convert. 
*Client freeze copy of dbase. 
*Can’t figure out the problem unless data is static. 


E- TAPESTRY.
SALESFORCE

Grassroots fundraising links.
Tech soup matrices. 

Filemaker. Free version called E-base orphan project. Not supported. Groundspring let it go. 

Idealware. Lists ..Top ten of each. Membership organization. 
Donations module for filemaker. Now have to be a member. Net community. 

NEON z-2systems. Integrated system. 
4 years old. Risky versus something that’s been around a long time. Versus idealware. 

CVCRM – actively working on it. Responsive developers. 
Affordable. Open source. Free. 
Hosted version. 

Eric. Tech Underground. 

Project management. Excel. Unless you have too much.</text>
    <sha1>b3cec892193d300572917aa03975031bef81e58f</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>WestCoast2008:Methods in Selecting Software</title>
  <ns>0</ns>
  <id>178</id>
  <revision>
    <id>932</id>
    <parentid>679</parentid>
    <timestamp>2016-01-15T23:29:13Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4230" xml:space="preserve">How do you balance the need to pick great software with the need to not spend a year full time doing it?  We'll talk about processes and methods - including Idealware's research methods for understanding what software is available in a particular area - that can help.

== Seth &amp; Laura -- Software Selection ==

== Ahas ==
* Psychological and cultural divide between technies and the mission that is inimitable to your interest.
Seems that there has to be some fundamental understanding of how the technology works, and if you don't have that ....
* The concept of good enough.
* Great idea to use others RFPs at shortcut feature list.
* Happy that others agreed that RFP's can be a waste of time
* Challenges can be very similar, but solutions very different.

== Session ==
Seth

* For CMS, picked tech first (Drupal), then put out RFP without specifying platform
* For CRM, picked platform first (salesforce), then put out RFP for customizing/implementing.

Robert

* Long complex RFP processes often a waste of time. 
* Short RFP (5-10) pages make a lot more sense, 
* Some vendors refuse to respond to RFP's, unless there is an existing relationship

Laura
* We are in bad cycle of RFP abuse
* Lots of web site vendors won't respond to RFPs

Jonathan 
* What do non-profits think about contracts

Kimberly
* Contracts help define relationship and build it out

Arthur
* Contract is valuable symbol, memorializes

Robert
Always write a proposal for clients, and always write a scope of work * different from RFP

NAME
* RFP has a bad stamp to it

Laura
* Idealware is a non-profit that provides information on software
* Two methodologists
  * look at what a market [set of features] looks like
  * find 5-10 experts, interview them, find out what considerations are, market leading products

* Detailed tool comparison reports (example, doing grant management tools) 
  * 10-20 people 
  * Vendor demos are followed by creation of rubric
  * Nonprofits could use variation of this method

Seth
* Method depends on size of org. large orgs bring in the vendors to demo the software. smaller orgs (&lt;20 staff) do informal research.

Cinderella
* How do we find out the top 3 software choices for list mgmt?

[Name]
How do I find references?
* Ask vendors for references
* Check out social source commons, socialsourcecommongs.org
* Just google and find references, then follow up by a email.


Joe

I don't have time to join all these groups and do all this research. How do I get answers quickly.
* Look at market leaders
* Find something good enough

Joe

How to pick calendar sharing application
Look at 
* Cost
* Ease of use
* Ease to implement
* Interoperability with outlook
* Low support burden, no extra work for technies.

Laura and Dyana

How do we define needs?
What is your system for coming up with a checklist?

Arthur
* We are not that systematic, we are intuitive

Ken
* Even though we are more structured, we have lots of false starts

Joe
* Sit down and have a meeting, make a proposal for something that meets your needs

Robert
* This is a place where other people's RFPs are very useful
* Look at other people's RFP for ideas, features to prioritize

Seth
* Keep ongoing list of needs, problems noticed
* Sit down with tech consultant

Laura
*Get demos early in the process to know what is possible.

Arthur
*Adoption can be a problem, if leader doesn't drive best practices and adoption, often doesn't happen.

Name?

Have group brainstorming and prioritizing. Do a 3 hour meeting with everybody in the room, as opposed to individual meetings.

Laura
* Knowledge of what is possible
* Knowledge of what tools exist
* Understanding organizational and people's needs

Seth
How to rationally set a budget?
* Look at how tech relates to mission
* Look at how tech relates to income.
* Look at staff time / money saved
* Factor in if is generates income

Consultant experience of what people pay for /budget for a donor database * seems totally arbitrary.

.... Missed some stuff ....

David
*Don't forget asking your peers, friends and colleagues offline. Call up people and ask them what they use.

Seth
*Put out queries on progressive-exchange mailing list. But may get lots of private responses from vendors.</text>
    <sha1>cd57d1960d2647b0fdfb1136944f72f0415faf8a</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>Web Project Fundamentals</title>
  <ns>0</ns>
  <id>165</id>
  <revision>
    <id>935</id>
    <parentid>865</parentid>
    <timestamp>2016-01-15T23:37:56Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2851" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.

'''John 4 C's''' 


*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


'''AH-HA's :'''

*Seeing your software from the perspective of managers
*The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>9a611bc052ba0989c05aa66bef52ab265133942a</sha1>
  </revision>
  <revision>
    <id>936</id>
    <parentid>935</parentid>
    <timestamp>2016-01-15T23:38:09Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2850" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.


'''John 4 C's''' 
*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


'''AH-HA's :'''

*Seeing your software from the perspective of managers
*The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>8e3d7b2758f76c83ec59c2aafbcbe46e90f59bcc</sha1>
  </revision>
  <revision>
    <id>937</id>
    <parentid>936</parentid>
    <timestamp>2016-01-15T23:38:49Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2850" xml:space="preserve">Hosted by Seth and John

'''Introduction'''

Go around looking for peoples idea and go -- seems to be split between folks who are here because they are about to rebuild their organizations site and are looking for ideas and best practices and folks who are project managers or consultants looking for good pointers and ideas.

There was mention of CRM's (Constituent relationship management) and CMS (Content Management Systems). Our groups includes project managers, accidental techies at non-profits, designer and developers.


'''Define your goals''' 

Seth speaks about his experience seeing project scope creep get out of hand and have to scale back a little. Recommends doing development in stages, start with CMS version of existing site, add features after that.


'''Involve stake holders'''

Seth encourages folks to involve them often and early


'''Invest in hiring process''' 

Write a longer RFP (Request for Proposal) but with a one page summary.  Investigate the applicants, look at their experience.

John speaks about this experience with groups wanting to upgrade their websites and tools, how he really asks them to develop goals and plans.  Create a complete buy-in and strategic plans that reflect each part of the site.


'''John 4 C's''' 
*Credibility 

*Cultivation 

*Clickability 

*Content 


Micheal suggests content inventory as  good starting point in response to John's mention of wireframe as part of the strategic plans. Matthew stresses the stake holder involvement, making sure you talk to the people using your site.  Tim talks about the use of persona's as a tool for strategic planning.

Amanda asks, where do you include a persona in the process when the process looks like planning and creating a design brief, content map and then a wireframe?

Kelley suggest that the persona's and audience should be dealt with really early. 

Tim asks what questions people ask about audience? Sabiha talks about how they use real world examples, point to questions about what other organizations they feel reflect them.

Kelley talks about the costs and implementation of doing database mapping and CRM and CMS integration.


'''AH-HA's :'''

*Seeing your software from the perspective of managers
*The idea of a content inventory

Brianna asks for ideas about keeping large groups of stake holders from derailing the process? Folks suggest clear stages and goals and the use of telephone over email.

Spencer, asks how can you use a complex system to simplify your site?  Folks answer that using dynamic tools, generating features and reflecting your content.  Dynamic tools reflect your site structure and content, so having good structure and content to be reflected.

Micheal, talk about stakeholders as a political question and battle and that the goal is to keep the group small and identify who has the final say.</text>
    <sha1>51bb655fd48642f7e6798463833cbbf092f6bda6</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>NewYork2008:PM Principles - Web Site Essentials</title>
  <ns>0</ns>
  <id>114</id>
  <revision>
    <id>938</id>
    <parentid>780</parentid>
    <timestamp>2016-01-15T23:47:44Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2746" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

QUESTIONS TO ASK/THINGS TO THINK ABOUT
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


PLAN
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


IMPLEMENTATION
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
*Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>8296ea6d4511121fcad39d7d5bc78659d01da1b7</sha1>
  </revision>
  <revision>
    <id>939</id>
    <parentid>938</parentid>
    <timestamp>2016-01-15T23:48:05Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2764" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

'''QUESTIONS TO ASK/THINGS TO THINK ABOUT'''
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


'''PLAN'''
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


'''IMPLEMENTATION'''
You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
*Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>22ed5a5a1d14104ec18979f2402fba3d8d4fa6ad</sha1>
  </revision>
  <revision>
    <id>940</id>
    <parentid>939</parentid>
    <timestamp>2016-01-15T23:48:19Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2765" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

'''QUESTIONS TO ASK/THINGS TO THINK ABOUT'''
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


'''PLAN'''
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


'''IMPLEMENTATION'''

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
*Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


CLOSE
Continuation plan.
Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>f44858ace23de312c16f473f87d8cb7144bddc39</sha1>
  </revision>
  <revision>
    <id>941</id>
    <parentid>940</parentid>
    <timestamp>2016-01-15T23:48:55Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2778" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

INITIATE

'''QUESTIONS TO ASK/THINGS TO THINK ABOUT'''
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


'''PLAN'''
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


'''IMPLEMENTATION'''

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
*Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


'''CLOSE'''

'''Continuation plan'''

Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>501fe421ba15eef0fd50fa186d93b076a59b2318</sha1>
  </revision>
  <revision>
    <id>942</id>
    <parentid>941</parentid>
    <timestamp>2016-01-15T23:49:07Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2784" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----
'''
INITIATE'''

'''QUESTIONS TO ASK/THINGS TO THINK ABOUT'''
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


'''PLAN'''
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


'''IMPLEMENTATION'''

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
*Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


'''CLOSE'''

'''Continuation plan'''

Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>0e01f1222523ed3a38b8d395e0c12b1f274ab476</sha1>
  </revision>
  <revision>
    <id>943</id>
    <parentid>942</parentid>
    <timestamp>2016-01-15T23:49:40Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2784" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

'''INITIATE'''

'''QUESTIONS TO ASK/THINGS TO THINK ABOUT'''
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


'''PLAN'''
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


'''IMPLEMENTATION'''

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
*Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


'''CLOSE'''

'''Continuation plan'''

Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


TAKE AWAYS</text>
    <sha1>ac2e1ac6db6bcd4dba954dc7ee6f9420482e5318</sha1>
  </revision>
  <revision>
    <id>944</id>
    <parentid>943</parentid>
    <timestamp>2016-01-15T23:50:01Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2790" xml:space="preserve">BASIC INTERNET PROJECTS

*Introductions
*Colin's Happy Story and the Flow Chart
*"What is a Database-Driven Website?" --&gt; Site able to draw content from different database.  Easier to change &amp; update.

----

'''INITIATE'''

'''QUESTIONS TO ASK/THINGS TO THINK ABOUT'''
*"What is the goal of the site?"
*"Why do we have a website?"
*"Who is your audience?"
*"Who are the people generating the content?"
*"What are their tech/time capacity?"
*"What are the institutional constraints?"
*"What is the budget range? (short term vs. long term)"

*Colin:  "Are you resource constrained or are you able to think of what you want and dig up the resources for them?"

*"There's a minconception that when you deliver your initial website, it's all ready and perfect.  It's usually not."

*RFP (Request For Project)

*"What is fixed and/or opened?"
*Committees can be a drain on designing a website.

*Web Plans:  We'll commit x hours of coding.  You commit y hours of content creation.  We can't proceed until you're done with that.

Trouble in defining logistics for organizations in the planning phase.

SHOULD YOU EMPOWER EVERYBODY TO CHANGE THE WEBSITE?
Hierarchy in managing website.
You need somebody whose job it is to maintain the site.  Having a consistent person who deals with look and feel can deal with possibly disastrous consequences?

Josh:  Are there certain CMSs that are better suited for the level of control you want over content creation?


----


'''PLAN'''
*Set expectations as clearly as you can for developer roles, clients, deadlines, when expectations aren't meant, what the site will need.  It should be on paper.
*The smaller the site and the smaller the budget, the more you need to deliberate in the planning process.
*Problems occur because the people who need it didn't know it and the consultant wasn't responsible.
Sarah:  The importance of transparency.
Radha's CMS Nightmare


----


'''IMPLEMENTATION'''

You need to be able to visualize and conceptualize the project for your clients?  (Specific/vague?)
How do you deal with people not realizing what they got into until after the site is done?  "How do you say 'holy crap'?"
How do you test site usability and navigability?
Limit the amount of reversibility.
*Laura:  The Boon of Paper Prototyping
  Have 20-30 pages.  Tests flows.


----


'''CLOSE'''

'''Continuation plan'''

Josh:  You don't come to an end of a project with rises and falls of workflows.
The Skeletal Site:  Immediately posting a site and working on it to the needs of the clients (either as a demo site or as the site).--&gt;That's how Google does their applications.
How long does it take to code a skeletal site.  It totally depends on the content and its availability.
Also, what do you do with too much content?


----


'''TAKE-AWAYS'''</text>
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</page>
<page arvcontinue="20160115225518|909">
  <title>Collaboration Challenges and Solutions</title>
  <ns>0</ns>
  <id>15</id>
  <revision>
    <id>945</id>
    <parentid>29</parentid>
    <timestamp>2016-01-15T23:52:29Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3249" xml:space="preserve">== Introduction ==

Creating a collaborative environment depends upon a number of factors. Peter Senge and a group of researchers identified a number of them that can bolster or degrade effective collaborative learning in interorganizational groups. 

During a session at NTEN's 2008 Nonprofit Technology Conference (NTC), we used these factors to create a framework for identifying solutions to the challenge of making an organization more collaborative. Session participants created a catalog of solutions related to each factor. To contribute your own solutions, you can login and edit this page.
 

== Environment ==
 

Create an environment where participants feel that they can safely express their perspective. 

&lt;u&gt;Recommendations&lt;/u&gt;
*Start conversation with ''jumping off'' documentation based on past project successes/failures. 

*Have a point person gather data and aggregate. Put framework around discussion.

*Create a strategy council to coordinate overlapping needs/requirements. 

*Find a management-level champion to assure collaboration, but avoid mandating particular approach.

*Catalog work to be done to achieve goal(s).

*Negotiate project schedules, and priorities face to face, if possible.

*Work to make meetings purposeful to maintain faith in discussion as a tool.

*When making cross-team decisions, corral diffuse decisions and explicit disagreements by assuring that there is a trigger-puller and final decision-maker.


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]


== 'Align Vision and Values ==


Emphasize commonality and common cause among participants. 

&lt;u&gt;Recommendations&lt;/u&gt;

*Set high level organizational priorities

*Communicate goals of each project to teams as they form

*Avoid &lt;i&gt;shapeless&lt;/i&gt; meetings, which can be a lost opportunity to align vision and values across teams. Encourage clear agendas and outcomes.

  
:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]


== Develop Relational Quality ==


Facilitate Relationship Building 

&lt;u&gt;Recommendations&lt;/u&gt;

*Give others opportunity to contribute beyond their normal scope (Get IT's perspective on how to use the tools strategically).  

*Sponsor social activities that encourage teams to get to know each other

*Ice-breaker activities for team meetings

*Schedule annual and bi-annual retreats to focus on team-building.

*Schedule team calls on a regular (rather than emergency ad hoc basis).


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]
  

== Deliver Benefits ==


Offer Organizational, Professional, Personal Value

&lt;u&gt;Recommendations&lt;/u&gt;

*Explicitly communicate professional/organizational/personal benefits to participants/groups

*Create incentives that energize individuals/groups who participate

*Be successful and communicate the successes of the team to model what’s possible for the whole team, the whole organization and especially the more collaboration-resistant team members.


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]</text>
    <sha1>a6f292de123edf6b3bf04a5022924634455d0ec6</sha1>
  </revision>
  <revision>
    <id>946</id>
    <parentid>945</parentid>
    <timestamp>2016-01-15T23:52:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3248" xml:space="preserve">== Introduction ==

Creating a collaborative environment depends upon a number of factors. Peter Senge and a group of researchers identified a number of them that can bolster or degrade effective collaborative learning in interorganizational groups. 

During a session at NTEN's 2008 Nonprofit Technology Conference (NTC), we used these factors to create a framework for identifying solutions to the challenge of making an organization more collaborative. Session participants created a catalog of solutions related to each factor. To contribute your own solutions, you can login and edit this page.
 

== Environment ==
 

Create an environment where participants feel that they can safely express their perspective. 

&lt;u&gt;Recommendations&lt;/u&gt;
*Start conversation with ''jumping off'' documentation based on past project successes/failures. 

*Have a point person gather data and aggregate. Put framework around discussion.

*Create a strategy council to coordinate overlapping needs/requirements. 

*Find a management-level champion to assure collaboration, but avoid mandating particular approach.

*Catalog work to be done to achieve goal(s).

*Negotiate project schedules, and priorities face to face, if possible.

*Work to make meetings purposeful to maintain faith in discussion as a tool.

*When making cross-team decisions, corral diffuse decisions and explicit disagreements by assuring that there is a trigger-puller and final decision-maker.


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]


== Align Vision and Values ==


Emphasize commonality and common cause among participants. 

&lt;u&gt;Recommendations&lt;/u&gt;

*Set high level organizational priorities

*Communicate goals of each project to teams as they form

*Avoid &lt;i&gt;shapeless&lt;/i&gt; meetings, which can be a lost opportunity to align vision and values across teams. Encourage clear agendas and outcomes.

  
:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]


== Develop Relational Quality ==


Facilitate Relationship Building 

&lt;u&gt;Recommendations&lt;/u&gt;

*Give others opportunity to contribute beyond their normal scope (Get IT's perspective on how to use the tools strategically).  

*Sponsor social activities that encourage teams to get to know each other

*Ice-breaker activities for team meetings

*Schedule annual and bi-annual retreats to focus on team-building.

*Schedule team calls on a regular (rather than emergency ad hoc basis).


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]
  

== Deliver Benefits ==


Offer Organizational, Professional, Personal Value

&lt;u&gt;Recommendations&lt;/u&gt;

*Explicitly communicate professional/organizational/personal benefits to participants/groups

*Create incentives that energize individuals/groups who participate

*Be successful and communicate the successes of the team to model what’s possible for the whole team, the whole organization and especially the more collaboration-resistant team members.


:[http://mntp.aspirationtech.org/index.php?title=Matrix_of_Collaboration_Challenges_and_Solutions&amp;action=edit Add More]</text>
    <sha1>b9ab5a2b50a2d3c0ede95b7d6344c2a4caa81345</sha1>
  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>DC2009:Managing demands from internal stakeholders</title>
  <ns>0</ns>
  <id>30</id>
  <revision>
    <id>947</id>
    <parentid>562</parentid>
    <timestamp>2016-01-15T23:53:25Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3847" xml:space="preserve">=== Description ===

There are plenty of moving pieces in any Nonprofit Technology Project. But often one of the most vexing challenges is properly managing the needs and wants of stakeholders within the organization for whom the project is being implemented. This session will cover best practices for engagement, gathering input, transparent project operation, creating alignment (and coping when it's not possible), and other aspects of setting expectations and managing communications.

== Session Notes ==

Session notes will be posted here.

Managing Internal Stakeholders - Rachel

Rachel: Technology doesn’t really fit into the purview of her organization, which creates the need to advocate proactively for technology and manage varying perspectives; biggest accomplishment is that everyone is still talking to one another; acting somewhat as a therapist – there is a need to finesse differing interests and “read” differing interests

A key moment is defining that this is a project and getting common understandings.  In this, it is not different from dealing w/ external clients.

A key challenge of managing internal stakeholders is about overcoming the assumption that explicit planning, marketing, transparency are unnecessary

Internal project often grow out of long-running issues, with unstated assumptions and unqualified interests

Internally need to understand and be sensitive implicitly to hierarchy/politics/culture

Marie: What if you get resistance within your project team?  A: You need to understand the source of the resistance – understand the motivations. Break down the resistance in the needs gathering phase.  Create a picture of what your system is going to do – show things that the users are going to relate to.  Show them concretely what is expected of them.  

Understand your value add – know what your project is giving to the various interests in the org.

Importance of project evangelists – executive sponsorship.  

Evangelists are not just at the top of the organization – they need to be seeded throughout the organization.

If you are having trouble getting collaboration on a project, you can use a low-tech approach (e.g. post-it notes on a wall calendar) – this can help bypass the fight you might have implementing a technological solution, like Basecamp

Resistance to change is a huge hurdle

How to deal with apathy?  Work around it.  Build something that works for others and, if you are fulfilling a not-yet-identified need of the apathetic, they will eventually get on board.  Or: energy/enthusiasm can overcome apathy – the executive sponsor cannot be the only evangelist.

Structured communications are essential: e.g., project blog, regular emails – must be sure that the communications approach  is sensitive to time efficiency and whether your communications are providing value.

What do you do with feedback?  Acknowledge and report back.  Show results.  Use a tracking tool (OneNote).

How often should you ask for feedback?  Always!  But especially at project milestones.  If you’re not getting feedback, go hunt it down.

Not all feedback will be timely or appropriate, but you need to validate the input.  Don’t just say, “No!”

How do you deal with negative/unproductive feedback?  Spin it – acknowledge and validate it, even if you are not going to use it.  One strategy is to publicize it and answer it positively.  Or dissect the feedback – challenge them to give you feedback that is useful.  But also challenge your own motivations  and natural defensiveness to getting feedback you might not want to hear.  Ask for them to help you help them.

'''AH-HA's:'''

* Importance of evangelists
* Importance of seeing the motivation of resistance
* Managing feedback productively in a validating manner
* Having a structured organization plan</text>
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</page>
<page arvcontinue="20160115225518|909">
  <title>Migrating to Salesforce.com: One Organization's Story</title>
  <ns>0</ns>
  <id>83</id>
  <revision>
    <id>948</id>
    <parentid>599</parentid>
    <timestamp>2016-01-15T23:55:45Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9396" xml:space="preserve">=== Description ===

Bergen has led Global Exchange's migration to and integration with the Salesforce.com platform, and will share the story and the learnings in an interactive session where questions are strongly encouraged.

=== Session Notes ===

Notetaker: Jude 

Salesforce Session. Bergen. 
Overview: 
Global Exchange. Managing the project with developers hired. Then taking it on as developer and project manager. Why choose Salesforce even though a donations - foundations NGO model. Transforming to that model. Built in travel agency. Advocacy campaigns in different countries. Why and how it works. 

Intent (go-around of why people are at this session): 
Implementing Salesforce; in data entry. Have the framework. Implementation phase. 

Wants to dig deeply into a platform for complicated needs of client organization. 

Did taproot from access. Salesforce was one solution. Familiar with platform. Dbase person. Like to work in it more in the future. 

Dbase consulting. Small clients interested in Salesforce primarily because it’s free. Not sure if they have the resources to implement it. 

Union ware implementation. Looked at Salesforce. Compare and contrast. Goals, what gone through. 

Not worked with Salesforce. Clients interested in integration. Addresses from a form and blast out newsletters. 

Use outlook to store contact information. For email output. Not the best way to do it. 

Interested in platform to serve complex organization with multiple inter-related needs. 

Presentation will cover: 
Why Salesforce chosen. 
How it was manipulated for NGO. Custom but used over 1/3 of the built in: donations, people, organizations. Plus 2/3 custom. Some build-ins. Added benefit of having a layer over the dbase – interface for the user. Makes it easier to build and manage. Other developers built the interface. Changing the name to Force bc not just about sales. 

Filemaker dbase in the past. Very old and complex. 

First piece of the puzzle. Existing dbase. Didn’t like no external access, didn’t communicate rest of the world. Dedicated machines to do queries took way long time. Ready to switch 5 years ago. 

'''Figured out:''' 

1. Organizational priorities re dbase uses. Overall and specifically. 

2. Less data entry. 

3. Proposal: dbase needs to do all these things. Access from out of the office, not hosting the hardware themselves. Wouldn’t have to worry about downtime. Salesforce has many clients (merril lynch). 

4. Import and export large amounts of data. Export into Democracy in Action to do online actions, manage people trough website. 

5. Import from excel spreadsheet. Import into dbase. 

6. Need to track relationships between people (Board to Foundation trustee, eg.).

7. Manage regular donations, monthly recurring donations.
 
8. Reality tours group manages package tour. Website interaction from person who wants to go on tour. Get them ot be a member of organization or take action from what they learned. Share contacts within organization. Flag fro certain campaigner to talk to. Automated task system. Write code on top of the platform. If person just returned from Reality Tour on this Tipic 0- send a message of tasks to the staff person. To do list creation. Automated tasks or workflow had to be built in or buildable. 

9. Major donors – don’t want a campaigner writing the wrong letter – Customize the relationships. Stable foundation and doing modifications after you build it could be done by someone the organization could afford. 

10. Community of consultants using Salesforce. Community of NGOs using Salesforce. Sustainable. 

11. Enterprise level. 

Customization or configuration? 
If you have something that can be translated …
If you need to build new things, like reality tour. 
Small things to build. 
Customization and building new things. Easy to build new things. 

Salesforce provides setup and dbas. Manage the dbase – manage what you see and. Everything is abstracted fromdbase layer. 

Document of NGO list developers. 
Salesforce Foundation 10 free licenses. Way cheaper for NGOs. 
Took recommendation from SF. Normally working with corporations. Business analysts did the development. Not dbase or software developers. 

?user management issues?  Identify how painful the current situation is. It’s going to do this in this way, and let me show you why and how it’s going to solve your problem. 
Trained first user – confused about how dbase puts things together bc working in spreadsheets now. Hand hold. 

To get ready: 
- big map of all of the data. Orgs, people, speaking tours, donations. Many objects. 
- list of all the reports needed. 
- requirements. 

Travel tour, speaking tours, campaigners, legislative camp, dev dept, foundations, media dept, management that needs to reports, IT.

Keep good documents that certain decisions and resolution of things. All the todo list was posted and checked off as the project went along. 
Buy-in for these things. Huge project. Every dept had to feel like part of the process. 

Business analyst working on it. Sales model. Leads come in, person and payment or just a person and prospect of getting a payment. People. Payments = donations = “Opportunity”. %chance of closing the deal. Foundations: prospecting, LOI, reviewing, full proposal. Normal donations – payment comes in, posted, done. Translation takes easy interface. For contact, may not need what company. 
Admin section, click customize, and “opportunity” and 3- step to add a field. You can delete fields not built in. go to page layout, separate layers. Can rename things. Rename the tabs, and the fields. Easy to move around and manipulate the page. Complicate and easy == look at donation coming in…. we want it to look like this. But has to look different for each function. Payments object has all the things, and use function to see different layout. 

Can track time spent on different things. 
Can have pull ups. 

Ap-Exchange – build something useful and people sell or give away. 
Non-profit.  Changes things in your world. Plop in and see something closer. 
Accounts are free. Get a Salesforce set of licenses. See how it looks to you. 

Post a finished application. 
Eg. Reality tours application. Concept of the tour. Expense item. Outgoing payments. Incoming payments and people. Tour package. To get that on ap exchange, has to write code that tests it so it’s safe people to use. 
Private application sharing exchange. 

The reports are relational, so you can choose what you want to match up. Demographic, donation amount. 

Little bit of mail merge. 
Browser based. 
Activity history. Log a call, mail merge. Connect to local word processing. 
Have word templates and put variables. 

On ap exchange 
–	Jasper Soft for Salesforce = complex reporting program. All about reporting and mail merging. Plug in to Salesforce free for NGO. 
–	Crystal exchange for Salesforce. 

Because custom, and had problems with maintenance before bc had to go to same developer. Wanted to do whatever they wanted to do. Never have any money. So could not go to Razor’s Edge. Blackbaud. Imus, Sage. 
Development Director wanted to use (again) Razor’s Edge, but it cost $10k. 

20 unique users. How many can be logged in at same time = all 5 times at once. 

Ap exchange. Somebody sees something they want to build. 

Special events. Recurring donations. Name change of tabs. 
Plug ins – more information and more complex
Hook Salesforce into outlook or MS … 

Go to account set up point. NGO version is an addon. Have to start with a particular version. If you download the wrong version. Close one account and then open another. 
Free trial version. Application to get free NGO is simple. Get license key, email user id and password. Then go in and set up the NGO version. 

Hire someone who knows what they are doing. Tutorials talk in sales talk. If you have to do it yourself. Go to conferences and trainings. Find someone to get you started. 

Call Salesforce foundation. Mr. Breckenridge email. 

Web to lead. Form elements. Post to url in Salesforce. You can generate from Salesforce ugly form. Make it look nicer. Supposedly.

Show some of the data to the word. 

Ap exchange has quickbooks for Salesforce. 

Admin people entering data. Don’t recommend starting Salesforce without technically inclined person. Commit someone to it. Even if hiring someone to build it for you, you also need whole organization or one person who will be really into it. 
Learn lots of switches. Powerful reports. 

Salesforce reserves the right to revoke free licenses. Salesforce contractor. Developer junior guy was not adequate. Go with someone who focuses on NGOs. 

Lots of people use it, contributors. 
Integrating all the pieces takes the technical expertise. Salesforce developer will get a job. Spend $300 to go to training camp. 

All the fields and what kind they are. All the things they wanted to do. 

AH-HA's
In deployment phase. Common things. Ap Exchange to extend functionality.

Impt to get into the nitty gritty and relate/know someone/org who’s actually done the project. 

General report back – lots of interest in Salesforce versus other things. Talking through the things that they needed to do. Layer for admin. Takes totally into it and technically inclined. Buy in within org. hire contractors, look really closely.</text>
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  </revision>
</page>
<page arvcontinue="20160115225518|909">
  <title>DC2009:PM Principles - Website Essentials</title>
  <ns>0</ns>
  <id>206</id>
  <revision>
    <id>949</id>
    <parentid>708</parentid>
    <timestamp>2016-01-15T23:56:46Z</timestamp>
    <contributor>
      <username>Miriam</username>
      <id>2</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="429" xml:space="preserve">=== Description ===

Some of the most universal project management challenges in Nonprofit Technology revolve around web sites, whether it's creating a new one, upgrading an old one, or just maintaining the current one. This session will provide an overview of website project management, and follow a question-driven approach to address participant needs and curiosities.

== Session Notes ==

Session notes will be posted here.</text>
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</page>
</mediawiki>